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Organizational Culture: Creating, Changing, Measuring and Consolidating for

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European Journal of Business and Management www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
Vol.5, No.32, 2013

Organizational Culture: Creating, Changing, Measuring and

Consolidating for
1*
Performance
2
Samson Ibidunni, Mayowa Agboola
1. School of Business, Covenant University, PMB 1023, Ota, Ogun State, Nigeria
2. School of Business, Covenant University, PMB 1023, Ota, Ogun State, Nigeria
* E-mail of the corresponding author: [email protected]
Abstract
The Culture of an organization starts with the leadership of the organization. The culture of an organization is
seen as a DNA that is not visible to the eye, but a very powerful tool that shapes what happens in an
organization. Therefore, organizational culture is the personality of the organization. The main thrust of this
paper examines how an organization can create, change and strengthen culture as it affects her performance.
Furthermore, it examines how organizational culture dynamically creates structures and frameworks for the
operations of an organization. This paper further suggests that it is central to comprehend the environmental
setting of an organization in order to delineate the cultural standards, values and beliefs to implement.
Employees with beliefs and values that are compatible with the organizations’ culture must be recruited from the
inception of an organization operation and throughout her life span. Organizations must inspire socialization and
incorporation of individual employees’ goals with the organizations’ goals and objectives to sustain her culture.
An organization’s Management should implement the development of interconnecting culture through the use of
unambiguous statements of single-mindedness, core values and cultural standards. Actively, top management
should appraise various cultural elements, as this will help to manage and take necessary actions in
strengthening culture.
Key words: Organizational Culture, Create, Change, Strengthening, Measuring, Performance and
organization

1. Introduction:
Cultural factors appear in every aspect of an organization from the highest level management to lowest level of
management. Culture in simple terms can be referred to the underlying values, beliefs and codes of practice that
makes a community what it is. The customs of society, the self-image of the members of the society, the things
that make it different from other societies, are the cultural values of the society. Culture is powerfully subjective
and reflects the meanings and understandings that we attribute to circumstances we find ourselves.
Organizations are just one member element of a society or community where it runs its operations. People as
either customers or as employees enter organizations from the surrounding community and carry along with
them their cultural values with them. It is still possible for an organization to have her cultures as they possess
contradictory quality of being both part of and apart from the society or community.
Since the early eighties, the concept of organizational culture has attracted much attention from both academics
and practitioners. Following Vandenberghe (1999), “evidence has been reported that culture dimensions vary
significantly across organizations, be they captured by behavioral norms and expectations, perceived practices,
or organizational values. He went further to state that a meaningful way to conceptualize how culture influences
the behavior of employees can be found in the tenets of the congruence perspective. That is to that this
perspective is based on the notion that employees adapt and adjust better to their work environment when the
organization's characteristics match their personal orientations.
The perceptions and beliefs of people that make up an organization’s culture are advanced and refined by
communications and interactions among people inside and outside the organization. These perceptions and
beliefs can effect and can be effected by people’s behaviors on such things as ways to proffer solutions to
problems, how to carry out a job and how to communicate. These, in turn, affect an individual’s job performance
and satisfaction, and then affect an organization’s performance. It has been shown that organizational culture
can have a positive effect on competitive advantage, increased productivity and a firm’s performance Yeung et
al (1991). On an individual’s level, Zamanou et al (1994) found organizational culture could affect an
employee’s participation and involvement. If organizational culture impacts an organizational performance, it is
because the culture of that organization has impacted the employees first, which in turn impacts on the overall
performance, productivity or competitive advantage of the organization.
Researchers and practitioners nowadays seem to have admitted that an organization’s well founded culture can
contribute to its organizational performance. Definitely, it is not the only cause of its organizational
performance. A well planned strategy must be implemented along with a well-developed organizational culture.
The locus of this paper examines the changing organizational culture as it affects organizational performance.
Furthermore, it examines how organizational culture dynamically creates structures and frameworks for the
operations of an organization.
2. Theoretical Framework:
The question mostly asked is that; does organizational culture affect the performances of organizations?
Organizational culture is so important in some companies; in the United States individuals occupy job posts as

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the Director of Company Culture and Education. McShane (2005) says “Every company has a Culture, it comes
from within and it takes time to create.” Culture is one of the most important concept that is so precious to any
kind of organization and a lot of hard work is needed to be done on it sustain it.
Studies have shown that strong culture does not necessarily result to higher performances of organizations. Only
a modestly positive relationship between culture strength and performance exists. One major reason why a
strong culture can lead to a higher performance of an organization is if when the organizational culture content is
appropriate with the organizational environment. When an organization’s culture does not align with the
environment, then it will be difficult for the organization to serve its customers and satisfy them, which will lead
to the high performance of the organization.
Disagreeing sub-cultural values are at times held back by strong cultures, which on the long run may not allow
the organization to nurture new cultural values that should be dominant as the environment changes. Therefore,
organizational leaders should recognize that healthy organizations have subcultures with disagreeing values that
may produce dominant values in the future.
Socialization is an important and powerful process of transmitting organizational culture, Gibson et al (2003).
The integration of an organization is achieved basically by aligning and integrating the goals of individual
employees with the ones of the organization; the greater the agreement between individual employee goals and
organization objectives, the greater the integration. The process of socialization achieves organizational
integration by undoing an individual’s previously held goals and create new ones that come closer to the ones
valued by the organization.
Integration of organizational and individual employees’ interest can also involve ethical issues. “Ethical issues
become more prominent when two parties do not share the same legitimate power” Gibson et al (2003).
Therefore, employees are challenged with making moral decisions that are fair and right thing to do.
Effective socialization according to Gibson, requires joint and supportive efforts of leaders and subordinates.
Likert, stresses the importance of the leader who maintains high performance standards and group-centered
leadership techniques.
According to McShane (2005), five approaches that are commonly cited in literature are: actions of founders and
leaders, introducing culturally consistent rewards, maintaining a stable workforce, managing the cultural
network, and selecting and socializing new employees.
The founder of an organization or leader establishes a culture that is both fun and efficient. They develop the
structure and system that supports their personal values. They are usually known as the visionary of the
organization where they provide a powerful role model for others to follow. When subsequent leaders emerge in
the same organization, they tend to break the organization away from the founder’s values if they apply the
principle of transformational leadership concepts. “A transformational leader is one who communicates and
enacts his visions of the future” McShane (2005).
Introducing culturally consistent rewards strengthens organizational culture. The idea of this approach is to
align rewards to the cultural values an organization is intending to reinforce.
Lastly, another reason why strong culture may not necessarily lead to an effective organization is that strong
cultures lock decision makers into mental models (assumptions) that blind them from identifying new
opportunities and unique problems. Therefore, strong culture may cause decision makers to overlook or
wrongly define salient misalignments between the organization’s activities and the changing environment.
Researchers argue that culture is the single most important factor accounting for success or failure in
organizations. They usually identify four key dimensions of culture:
1. Values – the beliefs that lie at the heart of the corporate culture.
2. Heroes – the people who embody values.
3. Rites and rituals – routines of interaction that have strong symbolic qualities.
4. The culture network – the informal communication system or hidden hierarchy of Power in the organization.
Theorists suggest a psychological theory of the link between organizational culture and organizational
performance. Culture can be looked upon as a reward of work; we sacrifice much to the organization and
culture is a form of return on effort. An author refers to the paradox implicit in linking culture with change.
On the
surface, culture has essentially traditional and stable qualities, so how can you have a ‘culture of change?’ Yet
this is exactly what the innovative organization needs.
2.1 Economic Relevance of Organizational Culture:
Organizational culture is an unseen system of synchronization directing each employee towards the achievement
of the set goals and objectives. The goals, objectives and the ways of achieving the goals and objectives cannot
be altered without understanding the key attractors and drivers in the culture of the organization. The causes of
many profitability and responsiveness issues in organizations are not found in the structure, in the leadership, or
in the employees but the challenges are found in the cultures and sub-cultures of the organization.
According to Mowat (2002) Understanding the culture of an organization
facilitates:
• Hiring employees that will succeed in the
organization.
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“The culture of an organization affects the type of people employed, their career aspirations, their
educational backgrounds, and their status in society.” BOLA (2001)
“The only trustworthy predictor of on-the-job success is how closely an individual’s work habits match
the organizational culture…” Giles (2000)
• Creating policies and assignments to increase profitability and respond to market demands. Having a firm
grasp of a company’s culture and its nuances gives an executive the edge.
“New policies and assignments should consider the organizational culture and should be communicated
in a manner congruent to the existing work strategies and beliefs. Learning how to communicate to the
above listed tendencies can give an executive enormous power. “Giles (2000)
“If the organization wants to maximize its ability to attain its strategic objectives, it must understand if
the prevailing culture supports and drives the actions necessary to achieve its strategic goals.” Hagberg
et al (2000)
• Making significant changes to the corporation in response to real threats to its continued
existence.
“Understanding and assessing your organization's culture can mean the difference between success and
failure in today's fast changing business environment” Hagberg et al (2000)
“Many companies have turned themselves around, converting imminent bankruptcy into prosperity.
Some did it through financial gimmickry, but the ones who have become stars did it by changing their
own culture.” Toolpack (2001)
“The power of cultural change is strong -- strong enough to turn an aging dinosaur into a state-of-the-
art profit-maker… Because people working in different cultures act and perform differently, changing
the culture can allow everyone to perform more effectively and constructively.” Toolpack (2001)
• Facilitating mergers, joint ventures, and acquisitions.
Being able to merge and reinvent corporate cultures plays a critical role in national and international
takeovers, joint ventures and mergers. If the cultures cannot be merged or reinvented then the business
will fail Wilms et al (1994). The failure of organizations to succeed in merging relates to the key non-
economic factor, the organizational culture.
• Increasing profitability and growth.
Understanding, shaping, nurturing, and proclaiming cultural aspects can increase an organization’s
profitability and growth. “Companies that display specific facets of corporate culture grow 10 times
faster than companies that don't. The average net sales growth for so-called high-culture companies is
141 percent, compared with 9 percent growth at "low-culture" companies” Kosan (2001).
2.2 Types of Organizational Culture:
Culture types over time have been researched into, which resulted in several listings of the types of culture
existing from one organization to another. In order to better understand the types of culture existing in an
organization, below are two authors that gave their types of organizational culture.
Nummelin (2007) identified four major types of culture are called clan, adhocracy, hierarchy and market. She
said some organizations are seen effective by employees when the organization is able adapt and changes
successfully when needed. Organizations can also be viewed very effective when their internal characteristics
are coherent thereby acting consistently.
The Clan type of culture is when employees are committed to the organization and when the organization is also
committed to its employees. Tasks are carried out by teams that can have self-governing roles and the customers
of the organization are seen as partners.
The Adhocracy culture describes the effectiveness of an organization. This type of culture allows the
environment to force organizations to be very flexible in their actions. Employees are motivated to be
innovative, creative and entrepreneurial.
The Market culture talks about being externally oriented, but power is centralized. An organization possessing
this type of culture is characterized by values such as competitiveness and productivity, which are measured
between the organizational units and between individual employees.
The last type of culture Nummelin identified is Hierarchy culture, which is typical of organizations in the public
sector and old organizations. Organizations possessing this culture type are considered stable and consistent.
However, organizations found in this category, need to act predictable and reliable.
Gibson et al (2003) also identified four types of organizational culture. In some organizations, a particular type
of culture is most prominent among the four types of organizational culture. While in some other organizations,
multiple cultures work simultaneously in different departments. The following are the four types of
organizational culture Gibson gave:
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1. Bureaucratic Culture: An organization that has a bureaucratic culture is characterized by rules,

policies, procedures, chain of command and centralized decision making. An organization that is
managed by autocratic managers is examples of bureaucratic culture.
2. Clan Culture: This type of culture is characterized by being a part of a working family following
tradition and rituals, framework and spirit, self-management, and social influence. Employees here are
willing to work hard for a fair and equitable compensation. Socialization is very important in a clan
cultured environment. Members or employees help each other celebrate successes together.
3. Entrepreneurial Culture: An illustration of entrepreneurial culture is innovation, creativity, risk taking
and aggressively seeking opportunities. Employees here understand that dynamic change, individual
initiatives and autonomy are standard practices.
4. Market Culture: The attributes of this type of culture are emphasis on sales growth, increased market
share, financial stability and profitability. Employees have a contractual relationship with the
organization. There is usually little feeling of teamwork and cohesiveness in this type of culture. In
this type of culture employees corporate and work together as a team to achieve market share and
financial performance goals. In other words, cooperation is needed when necessary, but not deeply
anchored on relationships.
Comparing the above types of organizational culture of the two authors, we can see clearly that there are
similarities in the four types of organizational culture. Nummelin talked about Clan, Market, Hierarchy and
Adhocracy as types of organizational culture, while Gibson looked at Clan, Market, Bureaucratic and
Entrepreneurial as types of organizational culture. There is no one ideal type of organizational culture, however
there are preferences by employees for particular cultures. An example is a situation where an employee works
in a bureaucratic culture and prefers a more entrepreneurial culture difficulties will likely develop. If the
employee and culture find it difficult to align, it will become stressful for the employee to work in that
environment and will probably result in the employee leaving the organization.
2.3 Factors Influencing Organizational
Culture:
In assessing the nature of an organization’s culture, it is important for managers to understand the factors which
influence culture. The most frequently cited groupings of factors according to Schein (1991) include the
following.
1. The business environment: The general business environment in which an organization operates helps to
determine the culture. Society at large will influence opinions about work, money, status and different types of
jobs. The writings of sociology and anthropology highlight the differences in cultural attitudes between
geographical regions as well as differences between different levels of social strata. These differences will affect
commitment, respect for managers, attitudes towards service and the customer.
2. Leadership: Leadership is thought by authors such as Kotter et al (1992) and Schein (1983) as having
some influence on the culture of an organization. However, there is no empirical evidence to suggest that it has
the totally overpowering and guiding hand suggested by these authors. Where there is evidence of a link
between leadership and culture, it is in young newly created organizations. In new organizations, Pettigrew
(1979) believes that the entrepreneur or founder influences the culture through his own ambitions, the interactive
processes between entrepreneurs and their followers and the more general processes through which purpose and
commitment are generated and sustained. Schein (1991) saw the founder as having a critical role in reducing
anxiety with in a new group situation. As the founder’s prescriptions of how things are to be done help to set
standards of acceptable behaviour and best practice, they also help to structure the initially unstructured
relationships among the new group members.
3. Management practices and the formal socialization process: The manner in which an organization is
managed is likely to influence either positively or negatively the beliefs, attitudes and behaviour of the
employees. Before considering management practices, there is a need to distinguish between management and
leadership. Kotter (1990) summarized many authors’ definitions of leadership by stating that it is involved in the
long-term direction of the organization through the development of a vision and strategies for the future. The
leader is then responsible for communicating through words and deeds this vision to internal and external
audiences while motivating and inspiring the individuals who have to deliver it. Management, on the other hand,
is generally described as being about the detailed planning, budgeting, organizing, controlling and staffing of the
organization as well as ad hoc problem solving. Within these management tasks, managers have control over
arrange of factors that apparently affect cultural transmission. The most important of these, highlighted by
Harrison (1991), are recruitment, formal socialization procedures and the turnover of employees.
4. The informal socialization process: As all of the definitions of corporate culture identify the critical
element of sharing with in a group, it is important to consider how an individual behaves within the group
context. From group dynamic theory, the individual in a group setting has basically three primary needs,
according to Schein (1991); Schutz (1969); McGrath (1984).

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The first of these is to feel part of the group by developing a viable role and being recognized by other members
of the group. This involves a compromise of maintaining a distinct and separate identity at the same time as
being seen as a group member.
Second, there is a need to feel powerful, able to influence and control whilst accepting the needs of others to do
the same. This can lead to conflict but can also help to formulate the roles of individuals within the group.
Third, there is a need to feel accepted by the group and to achieve the basic security and intimacy that comes
with that.
These factors are important whether it is a totally new group that is being formed or where a new member is
entering an existing group. Schein (1991) saw these needs as reflecting the basic human needs for security,
mastery of the environment (influence and control) and love (acceptance and intimacy).
2.4 Creating and Changing Organizational Culture:
Waldera (2002) asked a question in his work, which was put thus: “How does an organization move forward
with adapting its culture for future growth?” Answering this question, Waldera identified three steps an
organization will need to take to move forward with adapting its culture for future growth:
1. Communicating the culture;
2. Measuring the culture;
3. Aligning the organization’s actions and practices with new cultural norms.
Communicating the Culture:
Waldera suggests that building a robust culture requires constant care. To withstand the test of time, values and
cultural norms must be rooted in real life and communicated on a daily basis.
While it is not sufficient, a cultural statement is a necessary starting point for creating culture. Covenants inspire
communities. They represent commitments that join people together and provide guidelines for action.
An explicit articulation of values, beliefs and norms establishes informal expectations for behavior. With a clear
focal point, employees and managers begin to reinforce behaviors themselves and become a self-regulating and
self-monitoring system. Communicating culture through words usually starts with an explicit statement of:
Purpose: According to Collins et al, this is the “organization’s fundamental reasons for existence beyond just
making money – a perpetual guiding star on the horizon; not to be confused with specific goals or business
strategies.”
Core Values: Again according to Collins et al, “the organization’s essential and enduring tenets – a small set of
guiding principles; not to be confused with specific cultural or operating practices; not to be compromised for
financial gain or short-term expediency.”
Cultural norms: Patterns of attitudes, behaviors and practices that express underlying purpose and values.
Norms describe the ways the organization and employees operate consistently with corporate ideology.
This statement is then reinforced over time through storytelling, anecdotes, corporate histories and parables.
Communicating culture through actions and symbols makes the words credible and come to life. There is
virtually no end to what organizations and leaders do to communicate culture indirectly. Schein (1985) pointed
out several means of communicating culture, they include:
• Performance management criteria/reward criteria
• Decision making processes and criteria
• Role Modeling/setting an example
• Criteria for recruitment, selection, promotion
• Teaching and coaching criteria
• Resource allocation decisions
• Organization design and structure
• Business processes, procedures and policies
• Design and decoration of the physical space
• Physical brands such as logos, graphics, templates
Waldera therefore, said that a statement of culture in and of itself is a powerful tool to mobilize and connect
employee actions. If these statements are used consistently and frequently in various communication vehicles, it
binds employees to the community. Furthermore, surrounded by other symbols and tools that help people
translate the statement into action, a cultural statement serves as a cornerstone for employee behavior.
Measuring Culture:
There is only one way to ensure that a culture remains productive over time and that is through measurement.
Left unchecked, a culture can fragment or weaken over time. Simple and regular cultural tracking allows
companies to manage their cultures and take necessary actions to sustain them over time. How does a company
measure culture? There are two generally accepted ways of measuring culture.
The first is an ethnographic approach, in which trained researchers observe the culture, interview key informants
and catalogue practices. The other approach to measuring culture is quantitative, using employee surveys to
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identify perceptions and observations. There are numerous instruments available for such research, including
the Organizational Culture Profile (O’Reilly), the Corporate Culture Survey (Glaser), Organizational Culture
Measuring Instrument (Koteswara) and the Organizational Culture Inventory (Human Synergistic).
Adopting New Cultural Norms and Practices:
Once cultural gaps and priorities are determined, companies need a mechanism for managing and adapting
culture. In this regard, there are many cultural change models and methodologies for implementing such
changes.
Mowat (2002), suggests that changing a corporate culture is a very complex task, long-term, and expensive
undertaking that will either revitalize or kill the company. This sought of task should not be undertaken lightly.
Culture change must be driven by a powerful, transformational reason: The competition is succeeding and you
are not: Your company will fail if it does not change. “For change to be successful there needs to be a
compelling reason to change, a clear vision of what the change will be, and, a sensible first step” Tribus (2001).
Tan (2001) outlines four instances where corporate cultures need to be changed:
1. When two or more companies of varied backgrounds merge and continuous conflict among people of
different groups are undermining their performance;
2. When an organization has been around for a long time and its way of working are so entrenched that it is
hindering the company from adapting to changes and competing in the marketplace;
3. When a company moves into a totally different industry or areas of business and its current ways of doing
things are threatening the survival of the organization; and
4. When a company whose staffs are so used to work under the favorable conditions of economic boom but
could not adapt to the challenges posed by an economic slowdown.
Corporate culture cannot be changed through changing a policy or issuing an edict. It can also not be
accomplished overnight. “The only way to change organizational culture overnight is to fire everyone and hire a
new staff with the working behaviors you now want.” (Giles, 2000) Culture change requires consistency of
message, goal, direction, and leadership to succeed.
To change a culture one needs to change the images and values, the evaluative, and the social elements of the
organization. This requires a strong leader, who knows where they want the company to go, why they want it to
go there, can articulate both these points, and who has the power to drive the change throughout the
organization. This leader, in all the proponents of change in the organization, must consistently and obviously
“model the behavior they want to see in others. If they do not send a consistent message and keep that message
clear and dominant over time, cultural change may be seen as just another fad.” Toolpack (2001)
Given strong leadership, Bijur (2001) has identified the five aspects of a successful
change.
1. Values: values that drive the organization toward the realization of a shared
vision.
2. Motivation: understand what motivates people. Make them stakeholders in the change.
3. Shared Ideas and Strategies: create an environment that enables the sharing of ideas and strategies and
encourages change.
4. Goals: clear and unambiguous goals, frequently communicated and discussed. Clear link between
individual and corporate goals.
5. Performance Ethic: a reward and recognition system that instills in the organization a performance ethic.
“Leaders of organizations must lay value foundations, cultural anchors and behavioral guidelines so that growth
and development are harmonious and congruent, and not mechanistic, haphazard, harmful, or destructive.
Creative conflict and patterned disequilibrium are the paradoxical dynamics for culture, development, and
growth in organizational life” Stupak (1998).
Changing a culture can take between three to six years during which profitability can be seriously affected
Toolpack (2001). However, those organizations that have changed their cultures successfully end up reaping
enormous rewards.
2.5 Strengthening Organizational Culture towards Organizational
Performance:
Organizational culture is assessed by researchers in different indications. Authors concentrate on the indicators
through legends, stories, and language, Martin et al (1983, 1992). It is also studied in the form of rites and
rituals, Trice et al (1984), symbolic interactions, Glaser et al (1967) and Hatch (1993), and shared values and
beliefs, Cooke et al (1988). The study conducted by Hofstede et al (1990), empirically shows that shared
perceptions of daily practices from the core of an organization’s culture and their findings supported that culture
can be measured in quantitative terms. In their research study Chatman et al (1994) conceptualized and
quantified organizational culture in terms of values and beliefs. They examined the effects of industry
characteristics on organizational culture by assessing the similarities and differences in firm cultures within and
across industries. Values typically act as the defining elements of a culture, and norms, symbols, rituals, and
other cultural activities revolve around them, Enz (1988). Realizing its importance given in the literature, it was
decided to develop an instrument to measure organizational culture in terms of values and believes.
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Flamholtz et al (2005) carried out a study on the “Differential Impact of Cultural Elements on Financial
Performance.” In the course of their work, six cultural elements were revealed that formed the basis of
measuring organizational culture in an organization. The cultural elements include: Customer Scale, Human
Resource Practices Scale, identification with Company Scale, Performance and Behavior Standards, Corporate
Citizenship Scale, and Communication Scale. Of the six scales that were considered in the analysis the customer
scale was found to be the most related to financial performance. This was followed by the Corporate Citizenship
Scale explained 41% of the variation in financial performance, which was explained by the contribution of the
company to the local community and the manner in which the employees felt that the company was perceived by
the local community. The Performance and Behavior Standards scale explained 38% of the variance in financial
performance and the identification with the company scale explained 22% of the variance in financial
performance. The Human Resource Management Scale and the Communication scale were not significantly
correlated with financial performance.
Following the work of Koteswara et al (2005), Literatures have revealed that organizational culture is measured
by various authors in terms of various elements. He identified a total number of 123 elements. This actually
does not mean that there are only 123 elements that can be used to measure organizational culture; there is a
possibility that there may be some more which have not fallen into the 123 elements. The table 1 below shows
the 123 elements of organizational culture and the ten authors who discovered the elements. Koteswara and his
colleagues went further to summarize the 123 elements into ten elements that can be used in the measurement of
organizational culture.
An organization’s culture is best understood and embedded in the minds of employees. Therefore, organizations
depend on stable workforce to communicate and reinforce the dominant beliefs and values. An organization’s
culture can fade out over time when there is a high level of labor turnover and unnecessary downsizing because
the organization’s memory and history leaves with the employees.
An effective network of cultural transmission is necessary in strengthening an organization’s underlying
assumptions, values, and beliefs. Senior executives should take advantage of cultural network so as for them to
be able to share their own stories and creating opportunities to demonstrate shared meaning. Organization’s
magazines and other forms of media can be used to strengthen organizational culture by communicating cultural
values and beliefs more efficiently.
It is recommended that organizations should strengthen their organizational culture by hiring people with beliefs,
values and assumptions similar to those cultures within the organizations. It is observed that a person-
organization fit also improves job satisfaction and organizational loyalty because new hires with values
compatible to the corporate culture adjust more quickly to the organization.
Table 1: Proposed Elements of Organizational Culture
Authors Elements Proposed
Likert (1967) Leadership, Motivational Forces, Communication Processes, Interaction Processes, Decision
Making Processes, Goal Setting Processes, Performance Processes, Control Processes, Training
Robbins (1990) Individual Initiative, Risk Tolerance, Direction, Integration, Management Support, Control,
Identity, Reward System, Conflict Tolerance, Communication Patterns
Gordon ( 1988) Clarity Of Direction, Organizational Reach, Integration, Top Management Contact,
Encouragement Of Individual Initiative, Conflict Resolution, Performance Clarity, Performance
Emphasis, Action Orientation, Compensation, Human Resource Development
Bettinger (1989) Attitude Towards Change, Strategic Organization Focus, Performance Standards And Values,
Rituals, Concern For People, Reward And Punishments, Openness In Communication, Conflict
Resolution, Market And Customer Orientation, Sense Of Pride, Commitment, Team Work
Dension (1990) Organization Of Work, Communication Flow, Emphasis On People, Decision Making Practices,
Influence And Control, Absence Of Bureaucracy, Co-Ordination, Job Challenge, Job Reward, Job
Clarity, Supervisory Support, Supervisory Team Building, Supervisory Goal Emphasis, Peer Work
Facilitation, Group Functioning, Satisfaction, Goal Integration.
Pareek (1996)) Internal, Ambiguity, Tolerant, Context Sensitive, Narcissistic, Future Oriented, Individualistic,
Inner Directed, Universal, Role Bound, Androgynous, Power Parity, Expressive, Conserving,
Assertive
Parida, Mathur Support, Structure, Conflict Tolerance, Performance Reward, Individual Responsibility, Risk
Khurana(1990) Tolerance, Individual Autonomy, Beliefs, Group Norms, Exercise Of Authority And Identity.
Cooke, Lafferty Humanistic/Helpful, Affiliation, Achievement, Self-Actualization, Approval, Conventionality,
(1989) Dependence, Avoidance, Oppositional, Power, Competitive, Perfectionism
Kilan , Saxton Task Support, Task Innovation, Social Relations, Personal Freedom
(1983)
Sashkin (1984) Work Should Be Fun, Being The Best, Innovation, Attention To Detail, Worth And Value Of
People, Quality, Communicating To Get The Job Done, Growth/Profit/Other Indicators Of
Success, Hands-On Management, Importance Of A Shared Philosophy
Source: Development of a Tool to Assess Organisational Culture in Indian Organizations, By Dr.
P.K.Koteswara Rao, Dr. P.T.Srinivasan and S.George.J.P (2005)
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Vol.5, No.32, 2013

In addition to hiring and recruiting people with values compatible, organizations maintain strong cultures
through the process of organizational socialization. Organizational socialization refers to the process by which
individuals learn the values, expected behaviors, and social knowledge necessary to assume their roles in the
organization, McShane (2005). Socialization is the process for absorbing corporate culture as well as helping
new comers to adjust with co-workers, work procedures and other organizational realities.
3. Conclusions:
It has been said that the existing culture of an organization provides an organizational framework that provides
guidance on matters like what and how work is done, how people think and standards for interaction and
communication, which will either have a positive or negative impact on the performance of the organization.
The Culture of an organization starts with the founder or owner or the leadership of the organization. The
culture of an organization is seen as the DNA of a human that is not visible to the eye, but a very powerful tool
that shapes what happens in an organization. Therefore, organizational culture is the personality of the
organization.
After several studies and researches, it has been presumed that there is no generically good culture. It has also
been presumed that there is no one ideal type of organizational culture, however there are preferences by
employees for particular cultures. A culture may therefore be effective at one time, under a given set of
circumstances and ineffective at another time. The reasons for many issues in organizations are not found in the
structure, in the leadership, or in the employees but are found in the cultures and sub-cultures of organizations.
Studies have also shown that strong culture does not necessarily result to higher performances of organizations,
but, only a modestly positive relationship between culture strength and performance exists, while other
researchers also argue that culture is the single most important factor accounting for success or failure in
organizations. One reason why a strong culture can lead to a higher performance of an organization is if when
the organizational culture content is appropriate with the organizational environment. When an organization’s
culture does not align with the environment, then it will be difficult for the organization to serve its customers
and satisfy them, which will lead to low performance of the organization.
Stipulations are made that the reason why strong culture may not necessarily lead to an effective organization is
that strong cultures lock decision makers into assumptions that blind them from identifying new opportunities
and unique problems, therefore, strong culture may cause decision makers to overlook or wrongly define salient
misalignments between the organization’s activities and the changing environment.
Organizational culture cannot be changed through changing a policy or issuing an edict. To change a culture
one needs to change the images and values, the evaluative, and the social elements of the organization.
In strengthening an organization’s culture after several changes or newly created cultures, an effective network
of cultural transmission is necessary in strengthening an organization’s underlying assumptions, values, and
beliefs. It is recommended that organizations should strengthen their organizational culture by hiring people with
beliefs, values and assumptions similar to those cultures within the organizations.
It has therefore been concluded that there is no such thing as a ‘right’ or ‘best’ culture for all organizations. The
most appropriate culture for an organization is the one that best helps it cope with the exigencies of its business
environment. The most appropriate culture for an organization is the one that best helps it cope with the
exigencies of its business environment.
In conclusion, it is central to comprehend the environmental setting of an organization in order to delineate the
cultural norms, values and beliefs to implement. Employees with beliefs and values that are compatible with
organizations’ culture must be recruited from the inception of an organization operation and throughout her life
span. Organizations must inspire socialization and incorporation of individual employees’ goals with the
organizations’ goals and objectives to sustain her culture. An organization’s Management should implement the
development of interconnecting culture through the use of unambiguous statements of single-mindedness, core
values and cultural standards. Actively, top management should appraise various cultural elements, as this will
help to manage and take necessary actions in strengthening culture.
In sum, this paper has exposed insights regarding creating, changing measuring and strengthening organizational
culture towards the performances of organizations. The general agreement is that positive organizational culture
will lead to better performances of any organization, if all other factors are constant.

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