Relationship between organizational culture and behavior

relationship between organizational culture and behavior

On the relation between organizational culture and leadership: An . the relationship between CEO leadership behavior and organizational. organizational culture, employee behavior in organizations, and the relations among them. Chapter four includes a case study on the effects of organizational. It is therefore essential to understand the relationship between organizational culture, leadership behavior and job satisfaction of employees.

15.2 Understanding Organizational Culture

Leadership is of increasing importance in clinical nursing [ 14 ]. Although leadership and organizational culture constructs have been well studied, the relationship between them has not been established in the field of nursing [ 6 ].

This study explores the relationship between organizational culture and leadership behavior. Although the data indicated that the development of an organizational culture is related to the behavior of its leaders, the results failed conclude whether this affected their attitudes or behavior as employees.

From the nursing administration perspective, the normal course of action taken to influence employee behavior and achieve the objectives set by the administrators comes through administrative management. Therefore, as well as discussing the relationship between leadership behavior and organizational culture, this research will investigate the effect of leader behavior and organizational culture towards employee job satisfaction.

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The findings clearly show that hospital administrators should be concerned about the effects of leadership behavior and organizational culture on the attitude towards work of their employees. This should help administrators alter their behavior in order to maintain a good mutual relationship with their subordinates, improving their working attitude and, more importantly, reducing potential conflicts.

Relationship between organizational culture and leadership behavior Culture is socially learned and transmitted by members; it provides the rules for behavior within organizations [ 18 ]. The definition of organizational culture is of the belief that can guide staff in knowing what to do and what not to do, including practices, values, and assumptions about their work [ 19 ].

The core values of an organization begin with its leadership, which will then evolve to a leadership style. Subordinates will be led by these values and the behavior of leaders, such that the behavior of both parties should become increasingly in line. When strong unified behavior, values and beliefs have been developed, a strong organizational culture emerges. Leaders have to appreciate their function in maintaining an organization's culture.

This would in return ensure consistent behavior between members of the organization, reducing conflicts and creating a healthy working environment for employees [ 20 ].

Hypothesis 1- Organizational culture is positively correlated with leadership behavior. Relationship between leadership behavior and job satisfaction Job satisfaction has been associated with nurses who perceive their managers as supportive and caring.

A supportive manager shares values, believes in a balance of power, and provides opportunities for open dialogue with nurses [ 21 ], which in turn reduces the chances of internal conflicts. This type of leader is successful in his or her role and is supportive and responsive to clinical nurses, thereby preserving power and status within the hospital system.

Such leaders are valued throughout the organization and have executive power to do what they see as necessary to create a positive environment for nursing [ 22 ]. Accordingly, they have a measurable effect on the morale and job satisfaction of nurses [ 23 ]. Hypothesis 2 - Leadership behavior is positively correlated with job satisfaction. Relationship between organizational culture and job satisfaction Organizational culture expresses shared assumptions, values and beliefs, and is the social glue holding an organization together [ 24 ].

A strong culture is a system of rules that spells out how people should behave [ 25 ].

relationship between organizational culture and behavior

An organization with a strong culture has common values and codes of conduct for its employees, which should help them accomplish their missions and goals. Work recognition and job satisfaction can be achieved when employees can complete the tasks assigned to them by the organization. Organizational culture is positively correlated with job satisfaction. The measurement of organizational culture, leadership behavior and job satisfaction A structured questionnaire was compiled based on similar studies published in international journals [ 2627 ].

Twenty-three factors regarding organizational culture were taken from Tsui et al. Our research was focused on clinical nurses in hospitals; therefore, refinements were made to the questionnaire designed by Tsui et al. The study invited three directors or supervisors from the medical center to validate the questionnaire. Lastly, there were 22 questions in the organizational culture section.

However, the proposed test was not empirically studied. Nurses from hospital A were used as a pilot study sample. Four question items were deleted to improve the validity of the questionnaire: We took into consideration that nurses' salary increases are based on promotion. Furthermore, a large number of variables in organization culture and leadership behavior were covered by this research.

Relationship between Organizational Culture, Leadership Behavior and Job Satisfaction

Culture is in fact a more powerful way of controlling and managing employee behaviors than organizational rules and regulations.

When problems are unique, rules tend to be less helpful. Instead, creating a culture of customer service achieves the same result by encouraging employees to think like customers, knowing that the company priorities in this case are clear: Keeping the customer happy is preferable to other concerns such as saving the cost of a refund. Organizational culture can be thought of as consisting of three interrelated levels Schein, Adapted from Schein, E.

Organizational culture and leadership. At the deepest level, below our awareness lie basic assumptions. Assumptions are taken for granted, and they reflect beliefs about human nature and reality. At the second level, values exist.

Values are shared principles, standards, and goals. Finally, at the surface we have artifactsor visible, tangible aspects of organizational culture. For example, in an organization one of the basic assumptions employees and managers share might be that happy employees benefit their organizations. This assumption could translate into values such as social equality, high quality relationships, and having fun. For example, Alcoa Inc.

Relationship between Organizational Culture, Leadership Behavior and Job Satisfaction

However, simply looking at these tangible aspects is unlikely to give a full picture of the organization. Key Takeaway Organizational culture is a system of shared assumptions, values, and beliefs that help individuals within an organization understand which behaviors are and are not appropriate within an organization.

ORGANIZATION CULTURE ORGANIZATION BEHAVIOUR

Cultures can be a source of competitive advantage for organizations. Strong organizational cultures can be an organizing as well as a controlling mechanism for organizations.

relationship between organizational culture and behavior

And finally, organizational culture consists of three levels: Exercises Why do companies need culture? Give an example of an aspect of company culture that is a strength and one that is a weakness. In what ways does culture serve as a controlling mechanism? If assumptions are below the surface, why do they matter? Share examples of artifacts you have noticed at different organizations.

Internal and external fits. Journal of Management, 13, — Can it be a source of sustained competitive advantage? Academy of Management Review, 11, — Leading by leveraging culture. California Management Review, 45, 19— Managing corporate culture through reward systems.