BlogSafety Culture Organizational Safety Culture Safety culture refers to the ways that safety issues are addressed in a workplace. Safety culture is the attitude, beliefs, perceptions and values that employees share in relation to safety in the workplace. It is understood that small companies must control their costs to complete locally, domestically and in some cases, internationally.
Kheng Guan Toh As people work together to accomplish goals, groups develop into organizations. As goals become more specific and longer-term, and work more specialized, organizations become both more formal and institutionalized.
Organizations tend to take on a life of their own and widely held beliefs, values, and practices develop, differentiating one organization from another and often affecting the organization's success or failure.
In the early s, management scholars began attempting to describe these belief systems, which they referred to as organizational or corporate cultures. Interest in organizational cultures was further created by William Ouchi's best-seller, Theory Z: Ouchi considered organizational culture to be a key determinant of organizational effectiveness.
An organizational culture is defined as the shared assumptions, values, and beliefs that guide the actions of its members. Organizational culture tends to be shaped by the founders' values, the industry and business environment, the national culture, and the senior leaders' vision and behavior.
There are many dimensions or characteristics of organizational culture that have been defined. For example, a research study conducted by J.
Jehn inidentified seven primary characteristics that define an organization's culture: Large organizations usually have a dominant culture that is shared by the majority of the organization and subcultures represented by groups of individuals with unique values or beliefs that may or may not be consistent with the dominant culture.
Subcultures that reject the dominant culture are called countercultures. Strong organizational cultures are those where the core values of the dominant culture are strongly believed by the great majority of organizational members.
A strong culture tends to increase behavior consistency and reduce turnover. However, strong cultures may be less adaptive to change, may create barriers to diversity, and may create barriers to successful acquisitions and mergers.
Many of the human resource practices such as selection, performance appraisal, training, and career development reinforce the organization's culture. Organizational beliefs also tend to influence the work norms, communication practices, and philosophical stances of employees.
Organizations use a process called socialization to adapt new employees to the organization's culture. If employees do not adapt well, they feel increasing pressure from supervisors and from coworkers who are better acculturated.
They might stay and fight, stay and become isolated, or leave the organization, voluntarily or involuntarily, and look for a different organization whose culture they fit better. In contrast, employees who understand and share the organization's values have a better basis for making choices that match the firm's goals.
Many organizations compete through innovation. When most employees understand and support the organization's expectations, less time is spent explaining, instructing, and building consensus before trying something innovative.
Moreover, the error level will be lower in most cases. Employees who are well acculturated also find their work more meaningful: They are part of, and contributing to, something larger than themselves.
Thus, a good cultural fit between employees and the organization contributes to employee retention, organizational productivity, and profit. Leaders and managers also show what the organization values by what they say and do, what they reward, who they make allies, and how they motivate compliance.
Other elements of culture appear tacitly in symbols and symbolic behavior: For instance, meeting protocols, greeting behavior, allocation and use of space, and status symbols are a few areas where organizational norms often develop.
Culture can regulate social norms as well as work or task norms. The new-employee orientation typically offered by organizations conveys selected cultural elements of which management is both aware and proud. Some cultural elements might be initially unpalatable, however, and some others might be hard to put into words.
For instance, an orientation would rarely say outright that the culture rewards neglect of one's personal life and demands a hour work week, although these expectations are not unknown in corporate life.
Perceptive new employees learn about tacit cultural elements through observation and through questioning trusted employees or mentors.Organizational Culture in Social Work Professional Education: A Case Evaluation Susan E.
Mason, PhD and Heidi Heft LaPorte, DSW The call for further professionalization of the. The Role of Culture in Knowledge Management In. Topics: organizational culture, multicultural organization, workplace culture About the Authors Michelle Gil-Montero is an associate professor of English and director of creative writing at Saint Vincent College.
Organizational culture is defined as the underlying beliefs, assumptions, values and ways of interacting that contribute to the unique social and psychological environment of an organization. History. Organizational structures developed from the ancient times of hunters and collectors in tribal organizations through highly royal and clerical power structures to industrial structures and today's post-industrial structures..
As pointed out by Lawrence B. Mohr, the early theorists of organizational structure, Taylor, Fayol, and Weber "saw the importance of structure for effectiveness. © copyright partners for progress.
all rights reserved. 1 organizational architecture: a framework for successful transformation lori l. silverman.