Answer the following Question:
Would you say this was an Organization A or Organization B type culture (see exhibit 10-1, pg. 353 of our text)? Explain your answer.
1. Would you consider the culture at Initech to be innovative? Explain your answer.
2. How do you think Initech's culture impacts Peter's performance and satisfaction (see exhibit 10-5, pg. 366 of our text)? Explain your answer.
Respond to a team member:
What similarities and/or differences are there in your posts? What did you learn from your team member?
Answers to the discussion questions must be completed by Sunday at midnight of the week in which it is assigned. Your answer must not more than 500 words single-spaced in length and must include a minimum of 2 research sources: the textbook plus at least one peer-reviewed journal article
Organization culture is the beliefs and values that an organization upholds. The beliefs include customs and shared beliefs of individuals. Basically, organizations can be grouped into two. An organization A culture is people-oriented, while organization B culture is profit-oriented. Initech is a company that does not focus much on the employees. It is an organization B culture. The working conditions are poor, and it is majorly hierarchical. The employees are not valued at the organization. Peter is aware that the workplace is not conducive, so he is not motivated to go to work.
Initech is not an innovative organization. Innovative organizations focus largely on the workforce. They invest in the work environment and they strive to make it a comfortable environment that can maximize productivity. An innovative culture also strives to constantly train its employees and helps them to sharpen their skills for the better. Such an organization achieves growth because the employees have a sense of belonging and they feel appreciated and happy to work. Another aspect is the fact that Initech is not invested in a good work environment. A good work environment is one that is positive, and individuals designate time to work hard and create the best scenarios. Employees want to feel motivated and appreciated. The hierarchical nature of the company shows that the top employees have some power over those at the bottom of the hierarchy (Meng & Berger 2019). They feel that they are not appreciated, which makes it harder for them to be innovative. The company does not have a strict ethical code that governs it. An innovative organization seeks to bring the best out of the employees.
Peter's performance and satisfaction is being impacted by Initech’s culture since it discourages him greatly. Peter does not like to go to work because he is unhappy and unappreciated. If Initech were to take time and motivate its employees, it would encourage them to work harder. Peter is therefore disturbed because he prefers to play video games instead of working (Felipe et al., 2017). The culture at Initech does not encourage an individual to strive for the better, and neither does it work to change the situation. Initech has not taken the initiative to have inclusivity. An organization that is inclusive includes every employee in its decision-making and one that creates a balance. When an employee feels appreciated and when they are happy with what they do, they re more likely to produce the best results.
In conclusion, Initech needs to create a good organizational culture, one that allows the employee to express themselves and, at the same time, one that takes care of the needs of the employees. Such an organization is people-oriented such that it focuses on productivity and the people. Some organizations have poor management strategies, which lead to the decline of the company. Hierarchical leadership also encourages discrimination such that those at the top feel superior to the rest, (Felipe et al., 2017). The organization, therefore, needs to be balanced, and leaders need to work directly with the employees. Initech should therefore adjust its strategies, especially on leadership, if it’s to achieve any goals and objectives.
Felipe, C. M., Roldán, J. L., & Leal-Rodríguez, A. L. (2017). Impact of organizational culture values on organizational agility. Sustainability, 9(12), 2354.
Meng, J., & Berger, B. K. (2019). The impact of organizational culture and leadership performance on PR professionals’ job satisfaction: Testing the joint mediating effects of engagement and trust. Public Relations Review, 45(1), 64-75.