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Consideration of organizations as communities that have a uniform understanding of their goals, senses and places, values and behavior, brought to life the concept of organizational culture. The organization shall develop its own character, which is based on specific quality of products and services, rules of conduct and moral principles, employees, reputation in the business world, etc. This system is generally accepted in the organization of ideas and approaches in a setting, the forms of relations and to achieve results, which distinguish this organization from all others.
Organizational culture - is a new area of knowledge, part of a series of management sciences. It stood out as a relatively new area of knowledge - organizational behavior, which is exploring common approaches, principles, laws and regularities in the organization. The main objective of organizational behaviour - is to help people more efficiently carry out own responsibilities in organizations and get more satisfaction from this.
It is necessary to form values of the individual, organization, relationships, etc with an aim to achieve this goal. These are rules, regulations, or standards of organizational behaviour. Any behaviour must be assessed, or a self in the most socially progressive standards. It is quite large area of application of forces and for theoreticians and practitioners. Relevance of the study and application of such rules, regulations and standards is unquestionable. The result of organizational behaviour is allocated in a new scientific direction - the organizational culture, which will always be a part of it.
For each area of organizational behaviour exists its own organizational culture and they are integrated. Organizational culture - is a set of progressive social norms, rules and standards adopted and supported in the field of organizational relations. It is good to recall that the organizational relationship - it is interaction, resistance or neutral on the elements of the organization inside or outside of it.
Modern management is considering organizational culture as a powerful strategic tool to guide all departments and employees on common objectives. There are several definitions of organizational (corporate) culture.
learned and used by members of the organization values and norms that are both critically determine their behaviour;
atmosphere or social climate in the organization;
dominant in the organization of the system of values and behaviours.
Based on these definitions, under the organizational (corporate) culture understood in the core values and norms shared by a majority of the organization, as well as their external manifestations (organizational behaviour).
The formation of the organizational culture - is an attempt to constructively influence on the socio-psychological atmosphere, behaviour of staff. Forming within the organizational culture of certain purposes, the value system or "world model" from the organization's personnel, we can predict, plan and encourage the desired behaviour. However, it is always necessary to take into account the spontaneous current in the organization of corporate culture. Often in the business environment, leaders are trying to form a philosophy of their company, which proclaim progressive values, norms, and are not relevant to their desires and investment results. This happens partly because of artificially delivered with organizational norms and values come into conflict with real substance, and actively rejected by the majority members of the organization. The formation of the organizational culture is usually carried out in the process of professional adaptation of personnel.
According to Hill and Jones (2001) we see that "the U.S. population is becoming increasingly diverse. Many multinational companies recognize the need to manage their diverse workforces as evidenced by the proliferation of diversity programs being implemented in multinational corporations." In my opinion, organizational diversity is very important in contemporary business world, because historically, diversity in the workplace has been determined as an employment equity question. Discussing today's situation we should pay our attention on Robbins's (2004) words, who said that "now, however, diversity in the workplace is being recognized as a benefit that will contribute to an organization's bottom line. Increased employee and customer satisfaction end up as increased productivity, all of which are measurable outcomes. Diversity goes beyond employment equity to nurturing an environment that values the differences and maximizes the potential of all employees, one that stimulates employee creativity and innovativeness. To create an organizational culture that supports workforce diversity involves several important elements. These elements include a needs analysis, administrative and management support and commitment, education and training, culture and management systems changes and continuous follow-up and evaluation."
The last concept that will be discussed in this paper it is communication. According to Robbins (2004) "Organizational Communication involves interaction between individuals and groups of people. In the business world, Organizational Communication is used to relate corporate philosophies, encourage teamwork and develop strong relationships within and outside of an organization." Organizational communication is necessary not only for business, but it also helps organization to operate in an effective manner. Cheney, Christensen, Zorn, and Ganesh (2004) added "Organizational Communication looks at informal and formal communications, as well as types of internal communications within a business, such as meetings, performance reviews, strategic communications, presentations and e-mails. Ongoing research in the field may consider how communication differs by structure and type of organization and how new technologies can help achieve new and better communication within an organization."
For the conclusion, I want to present brief analysis of one organization using knowledge presented in the paper. In organization, which is an object of my analysis, I found strong organizational culture. Strong culture determines the sequence of behavior of employees. The employees clearly know what behavior they should follow. Predictability, orderliness and consistency of the organization is formed by high formalization. Strong culture achieves the same result without reference to any documentation and distributions. Moreover, a strong culture may be more effective than any formal structural control. The stronger the organization's culture, the less management need to pay attention to the development of formal rules and provisions to control the behavior of the worker. It is all will be in the subconscious employee taking culture of the organization. In this case, organizational culture can be viewed as a derivative of two components: 1) the assumptions and preferences of those who created it, and 2) the experience brought about by their followers. Maintain it at the appropriate level directly depends on the selection of workers, acts of senior leaders and methods of socialization.
The purpose of selection of employees - is to identify and adopt an organization of people with the knowledge and skills to successfully perform the relevant work. The final choice of candidates is determined by the subjective evaluation of the one who decides how the candidate will meet the requirements of the organization. This subjective assessment is often predetermined by the culture that exists in the organization. It is also necessary to add that the actions of senior managers have a significant impact on organizational culture. Their behavior and proclaim their strategy for the organization establish some rules, which are then perceived by the entire organization.