The fundamental basics of any organization are inherently influencing factors in the outcome of organizational planning, actions, and, ultimately, results. It is not too ambitious to suggest that the building blocks of any given entity are more or less vital to survival. An organizational culture entails the mentality and mindset of individual units, employees,s and ultimately all possible stakeholders’ attitudes toward organizational procedures. Naturally, there are internal factors such as hiring procedures, management, and organizational strategic vision as well as external factors such as local economic and politics, competitor actions, and profitability which may influence that organizational culture.
There is certainly variation in organizational culture in today’s ever-changing global market. Some organizations may have a rigid and static culture in which traditional standard operating procedures and results are inert to avoid mistakes and failures or because of a lack of flexibility and adaptability. Yet other organizations may have an elastic and dynamic culture to adapt to the ever-changing market because of industry-specific markets or lack of clear direction. Nevertheless, both extremes are certainly plugged with weakness, suggesting a more viable option by combining elasticity and rigidity based on particular organizational needs, competitor actions, market needs, and past experiences.
Essentially, it is not far-fetched to suggest that there is no right or wrong answer in observing and evaluating the validity of individual and organizational culture and its respective impact on overall outcome and profitability. The evaluation of organizational culture should emphasize the individual organization in the context of particular needs. Similarly, it is clear that the choice in organizational culture may not be entirely a choice or a completely controllable factor. Ultimately, to exercise control or at least retain the ability to influence organizational culture will depend on many internal and external factors that must be carefully monitored and possibly adjusted based on the ability and possibility to synchronize organizational strategic vision with organizational culture.
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