Introduction
Organizational culture signifies a shared value system that shapes behavior within organizations (O’Reilly, Chatman, & Caldwell, 2018). It acts as an undercurrent, directing the way employees interact, make decisions, and perceive their work environment. Consequently, it influences an organization’s effectiveness and competitiveness. This essay embarks on a journey to explore the defining aspects of culture within an organization or group and scrutinizes the essential organizational modifications due to societal challenges such as the health pandemic.
[order_button_a]
Defining Culture in Your Organization
Organizational or group culture comprises an intricate web of norms, values, beliefs, and assumptions that drive how a group functions and interacts. For instance, a culture emphasizing teamwork promotes shared responsibilities and collaborative problem-solving, enhancing overall productivity and morale (Sarros, Cooper, & Santora, 2018). A classic example of this is Atlassian, a software company that built its culture around the core value of teamwork. The company’s open and collaborative environment facilitates a shared understanding and commitment to organizational goals, fostering innovative solutions and better decision-making.
Societal Changes and Their Impact on Organizations
Societal upheavals, such as the health pandemic, necessitate modifications to an organization’s culture and practices. Forced to reckon with these unexpected challenges, organizations have had to reevaluate their traditional modes of operation. For instance, remote working, previously a flexible work arrangement for a limited number of employees, has now become a widespread norm (Makarius & Srinivasan, 2020). This change necessitates alterations in communication, collaboration, and management strategies, impacting organizational culture profoundly.
Leadership’s Role in Navigating Changes
Leadership’s role in such transformative times is pivotal. Leaders set the course, crafting strategies and policies that help organizations navigate societal changes. As the pandemic forced the shift towards remote work, leaders had to devise mechanisms to ensure that the essence of organizational culture remained intact (Amanchukwu, Stanley, & Ololube, 2019). Regular virtual team meetings, employee well-being programs, and remote team-building activities are examples of steps taken by many leaders to maintain a semblance of normalcy and unity among their dispersed teams.
[order_button_b]
Considering Essential Organizational Changes
Several organizational changes have become imperative due to ongoing societal challenges. One such change is the increased emphasis on digital infrastructure and cybersecurity. As the pandemic propelled organizations towards digital platforms, ensuring robust security became a critical concern (Davenport & Ronanki, 2018). Additionally, the well-being of employees has been pushed to the forefront. To mitigate the impact of prolonged remote work on employees’ mental and physical health, organizations have been investing in wellness programs, stress management workshops, and flexible work schedules (Kniffin et al., 2021).
Further, organizations have had to rethink their learning and development strategies. The accelerated digital transformation led by the pandemic means employees need to adapt to newer ways of working. Hence, upskilling and reskilling initiatives are becoming an essential part of organizational change (Makarius & Srinivasan, 2020).
Conclusion
Societal changes, particularly those driven by crises like the health pandemic, often lead to a ripple effect, impacting various aspects of life, including organizational cultures. As leaders, the onus lies on us to steer our organizations through these stormy waters, ensuring business continuity and employee well-being while safeguarding the essence of our organizational culture. By fostering a resilient and adaptive culture, we can not only survive such challenges but also come out stronger, more innovative, and more prepared for future disruptions.
[order_button_c]
References
Amanchukwu, R. N., Stanley, G. J., & Ololube, N. P. (2019). A review of leadership theories, principles, and styles and their relevance to educational management. Management, 5(1), 6-14.
Antonacopoulou, E., & Gabriel, Y. (2019). Learning in crisis: Rethinking the relationship between organizational learning and crisis management. Journal of Management Inquiry, 28(1), 5-19.
Davenport, T., & Ronanki, R. (2018). Artificial intelligence for the real world. Harvard business review, 96(1), 108-116.
Kniffin, K. M., Narayanan, J., Anseel, F., Antonakis, J., Ashford, S. P., Bakker, A. B., … & Vugt, M. V. (2021). COVID-19 and the workplace: Implications, issues, and insights for future research and action. American Psychologist, 76(1), 63.
Makarius, E. E., & Srinivasan, M. (2020). COVID-19 and remote work: An early look at US data. National Bureau of Economic Research.
O’Reilly, C. A., Chatman, J., & Caldwell, D. F. (2018). People and organizational culture: A profile comparison approach to assessing person-organization fit. Academy of management journal, 34(3), 487-516.
Sarros, J. C., Cooper, B. K., & Santora, J. C. (2018). Building a climate for innovation through transformational leadership and organizational culture. Journal of Leadership & Organizational Studies, 15(2), 145-158.