Organisational Culture

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Organisational Culture

Organisational Culture


The study of organizational culture is one of the tasks of organizational communication research, a discipline that helps achieve organizational objectives. Their study methodological and empirical observations can be approached from different points. In January 2006, research was conducted on the organizational culture of a private institution of higher education in the city. This paper shows the methodology for their study, confidentiality of the organization's name is omitted in this summary, with emphasis on the methodological aspect which gives a quantitative proposal to describe key aspects of internal communication, organizational climate and therefore of the culture that has that institution.

Organisational culture has been defined from (Uttal 2009, p 66) various perspectives. For example, according to Marguardt, culture is “an organisation's values, beliefs, practices, rituals and customs”. The culture of a learning organisation habitually learns and works to integrate pro- cesses in all organisation functions. In effect, the learning organisation's culture is constantly evolving and travels along an infinite continuum in a harmonious learning environment. Ultimately, the goal is an exchange of useful knowledge leading to innovation, and improved learning public organisations.

The objective of this research is to describe the organizational culture that currently has the administrative area of a private institution of higher education.

For this study, took the definitions of organizational culture proposed by Robbins (1985), which understands it as the more or less uniform perception held by members of a particular organization which distinguishes it from others in terms of common patterns and stable, and the definition offered by Andrade (1996), who explains the term as the set of beliefs and values ??shared by those who belong to an organization that provides a common framework for the behavior in specific situations(Greenhalgh 2010, 340-1).

Thus, Andrade (1996) runs a crossing of variables to determine whether an organization's culture is strong or weak, functional or dysfunctional. Explains that a culture is:

Weak-dysfunctional when there are few shared meanings. It has great dispersion in the perception of reality and behavior of members of the organization (Davies 2010, 111-19).

Strong-dysfunctional: there are shared meanings, but these provide a guide for action in situations of crisis, because the organization is no longer able to get the desired results. Culture, deeply rooted in tradition, creates a great confusion and resistance to change.

Weak-functional in it, as in the first case, there are few shared meanings, and in the presence of a crisis is believed that due to the functionality of the culture, the actions to be implemented in other situations remain valid. In these circumstances, the risk of being wrong is high (Coutu 2009, pp 2-8).

Strong-functional: there are a lot of shared meanings that allow people to have a consistent and realistic perception of the crisis. Organizational values, which continue to demonstrate their full effect, generate concerted actions and planned in advance.

With the complexity of the theories that converge in the study of human behavior within organizations, this research is directly related to organizational behavior, applied science that seeks to describe, understand, ...
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