The norms can be a problem to the management because it discourages individual initiatives and innovative thinking. If a company’s management, for example, is a dominant coalition, it impacts much on the company’s cultures. If the management has negative attributes, all the institution’s and employee’s cultures will always encourage negativity (Schein, 2010).Cultures too, can give employees powers indirectly. The cultures can impose leadership on employees even without legitimate power. The relationship among employees forms an informal organization and social system within the company. The informal set up can go unnoticed and no matter how the management can try to realign them, the whole environment fails. When the management is trying to make changes, it is threatening the employees ‘identity. Fear of new roles can leave employees agape; and, therefore, can resist change (Clampitt, 2012).A company’s characters reflect on its organizational cultures. Its cultures comprise of norms, beliefs, and values. The cultures dictate how the employees ought to behave, interact, communicate, what to strive for, and the independence they can enjoy. These messages can be a unifying factor and the success factor that drives a company. Organizational culture is a two-sided sword, and it also has negative impacts to be taken care. Impacts of Organizational Cultures.
Schein, E. H. (2010). Organizational culture and leadership. San Francisco: Jossey-Bass.
Clampitt P.G. (2012). Communicating for Managerial Effectiveness; problems and strategies, SAGE publications.
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