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    Strong and Week Culture

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    Piyam Raza
    There are four components that make up an organization's culture: beliefs, behavioral rules, traditions, and rituals. A culture is considered weak when these components are not clear or consistently followed, which can hinder an organization's success. In contrast, a strong culture has widespread agreement on these components and uses tools like ceremonies and language to reinforce core values and foster employee commitment. Characteristics of a weak culture include narrow thinking, resistance to change, political conflicts, and poor promotion practices, while strong cultures emphasize goals, respect for employees, and rewarding high performance.

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    Strong and Week Culture

    Uploaded by

    Piyam Raza
    130 views2 pages
    There are four components that make up an organization's culture: beliefs, behavioral rules, traditions, and rituals. A culture is considered weak when these components are not clear or consistently followed, which can hinder an organization's success. In contrast, a strong culture has widespread agreement on these components and uses tools like ceremonies and language to reinforce core values and foster employee commitment. Characteristics of a weak culture include narrow thinking, resistance to change, political conflicts, and poor promotion practices, while strong cultures emphasize goals, respect for employees, and rewarding high performance.

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    Strong and Week Culture

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    There are four components that make up an organization's culture: beliefs, behavioral rules, traditions, and rituals. A culture is considered weak when these components are not clear or consistently followed, which can hinder an organization's success. In contrast, a strong culture has widespread agreement on these components and uses tools like ceremonies and language to reinforce core values and foster employee commitment. Characteristics of a weak culture include narrow thinking, resistance to change, political conflicts, and poor promotion practices, while strong cultures emphasize goals, respect for employees, and rewarding high performance.

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    © All Rights Reserved
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    Download as docx, pdf, or txt
    130 views2 pages

    Strong and Week Culture

    Uploaded by

    Piyam Raza
    There are four components that make up an organization's culture: beliefs, behavioral rules, traditions, and rituals. A culture is considered weak when these components are not clear or consistently followed, which can hinder an organization's success. In contrast, a strong culture has widespread agreement on these components and uses tools like ceremonies and language to reinforce core values and foster employee commitment. Characteristics of a weak culture include narrow thinking, resistance to change, political conflicts, and poor promotion practices, while strong cultures emphasize goals, respect for employees, and rewarding high performance.

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    CULTURE: WEAK VS.

    STRONG
    GUSTAVO GRODNITZKY SEPTEMBER 22, 2015 ORGANIZATIONAL CULTURE0 COMMENTS
    There are four components to an organizations culture: Beliefs, behavioral rules, traditions, and
    rituals. The degree to which these components are present or absent determine the strength or
    weakness of a culture. The strength of any culture comes from the degree of agreement among its
    people about the importance of specific beliefs, behavioral rules, traditions, and rituals. These are the
    things in a culture that determine how things get done.

    WEAK CULTURE
    A culture is weak when its beliefs, behavioral rules, traditions, and rituals are not apparent to its
    members or there is incongruence between stated values and behavior. This can happen for a variety of
    reasons. With no knowledge of what the organization stands for or how things are actually done
    (rather than how policy indicates things should be done), weak cultures work against the success of an
    organization.

    STRONG CULTURE
    A culture is considered strong when there is cohesion around beliefs, behavioral rules, traditions, and
    rituals. Strong cultures typically feature their beliefs, behavioral rules, traditions, and rituals in public
    displays so that employees can use these cultural elements for decision making throughout the
    organization. Strong cultures include:

    More than one strong leader who articulates beliefs, behavioral rules, traditions, and rituals that are
    aligned with customer needs, strategic direction, and competitive environments.
    Organizational commitment to operating its business as directed by the culture.
    Unfaltering commitment by the organization to support its key stakeholders business partners,
    suppliers, employees, customers, and shareholders (if any) and by extension the community,
    society, and environment.

    CHARACTERISTICS OF A WEAK CULTURE


    In comparison, weak cultures often produce low performance. Weak cultures also have several
    unhealthy characteristics that can serve as obstacles to an organizations ability to meet its goals and
    achieve success. These characteristics are:

    1. Narrow/Isolated Thinking: This characteristic is evident when an organization avoids looking


    outside itself for best practices and approaches. People in these organizations believe they have all the
    answers. It is this type of inward thinking that can prevent an organization from making necessary
    procedural and cultural changes.

    2. Resistance to Change: This characteristic is evident when an organization is suddenly confronted


    with a rapidly changing environment. The organization focuses on maintaining the status quo,
    avoiding risk, and not making mistakes. It is the leadership in the culture that allows these factors to
    pervade and paralyze the organization rather than focusing on innovation and success.
    3. Political Internal Environment: In a politically charged culture, issues and problems get resolved
    along the lines of power. Vocal support or opposition, personal lobbying, and the formation of
    coalitions interested in a particular outcome stifles change. This type of internal environment produces
    low performance because it sacrifices what is best for the organization for the particular desire/self-
    interest of particular players.

    4. Unhealthy Promotion Practices: This characteristic is evident when an organization promotes a


    dedicated or long-time employee to management who is hard-working and good at day-to-day
    operations, but lacks leadership skills, vision, and the ability to think strategically. This type of
    promotion can create a vacuum regarding an organizations ability to develop a long-term vision, build
    new competencies, and generate new strategies.

    CHARACTERISTICS OF A STRONG CULTURE


    Strong cultures better lend themselves to high performance. High-performance cultures are results
    oriented and tend to establish an environment where there is a constructive pressure to perform. In a
    high-performance culture, there are a number of healthy characteristics that improve organizational
    performance, such as:

    1. Culture-reinforcing Tools: These include things like ceremonies, symbols, language, behavioral
    rules, and policies. Strong cultures use these tools to produce extraordinary performance from ordinary
    people. Strong cultures use ceremonies and symbols to emphasize what the company
    values. Ceremonies and symbols help recognize and celebrate high-performance employees and help
    create an emotional bond among all employees. Language used in slogans and policies help illustrate
    the companys primary values and provide a shared understanding among workers.

    2. Intensely People Oriented: Organizations with strong cultures display their concern for their
    employees in a variety of ways. These include:

    Treating employees with dignity and respect


    Granting employees enough autonomy to excel and contribute
    Holding managers at every level accountable for the growth and development of people who report
    to them
    Using of a full range of rewards and consequences to reinforce high-performance behavior
    Setting clear performance standards for all employees

    3. Results Oriented: High-performance cultures invest more time and resources to ensure that
    employees who excel and achieve performance targets are identified and rewarded. Controls are put in
    place to collect, analyze, and interpret employee performance data. Quantitative measures of success
    are used to select and reward employees who perform outstandingly.

    4. Emphasis on Achievement And Excellence: High-performance cultures create an atmosphere


    where there is constructive pressure to be the best. Management pursues practices and policies, and
    invests necessary resources to inspire people to do their best.

    Keep cultivating your culture!

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