Organizational Structure and Culture

Topic: Corporate Culture
Words: 1410 Pages: 5


Sociologists describe culture as a group of people’s shared principles, worldviews, linguistic conventions, and customs that may be used to identify them as a whole. The tangible possessions shared by that group or community are likewise considered a part of its culture. Despite being separate from the societal structure and financial factors, culture is linked to them, and they inform both influence and. The collective training of the mentality that sets one class or type of individual apart from another is known as culture (Pogosyan, 2017). Unlike personality traits, culture is a notion that all people share. It has sociological roots and is found in groupings that Hofstede defines as Nations in his list of qualities that might assist shape the idea of culture (Pogosyan, 2017). Without a collection of people who share similar values, beliefs, practices, and social contexts, there is no such thing as culture.

In addition, culture is a broad notion open to individual variance depending on many human personality traits. Although there is a statistical correlation between culture and personality, there are many different types of personalities within each country’s culture. Therefore, national culture scores should not be used to generalize about people. Culture covers a broad range of largely invisible facets of social life. Therefore, the paper aims to analyze the different aspects of organizational structure and culture.

Definition of Culture

Sociologists agree that culture significantly impacts our social life, making it among the most important notions in sociology. It is crucial for establishing and upholding social order, affecting how we interpret the world and people’s roles and influencing our day-to-day behaviors and social experiences (Cole, 2019). It is made up of both tangible and immaterial components. Sociologists consider a group of people’s shared values and beliefs, communication, interaction, and activities as the non-material components of culture (Cole, 2019). Adding to these divisions, culture comprises our knowledge, everyday wisdom, presumptions, and expectations.

The words people use, how they write and speak, and the symbols employed to represent meaning, ideas, and concepts are also part of society’s rules, conventions, laws, and ethics. What individuals do, how they act, how they perform, and how people express their identities, including race, status, gender, and sexual orientation, are all aspects of culture. Along with religious rituals, secular holidays, and participation in athletic events, culture also refers to our shared social behaviors.

Organizational Culture

A group of people’s habits, accomplishments, values, conventions, and fundamental beliefs are called their culture. As a result, organizational culture establishes the context for all business activities. The expressed and unspoken actions and mindsets determine how the business runs daily (Warrick, 2017). Additionally, it formalizes what it is like for workers to work there. The organization’s mission and goals, values, management and staff expectations, formalized performance management, and general employee involvement make up the organizational culture (TriNet Team, 2021). Businesses may help employees perform at their best by creating a strong corporate culture that offers stability and direction, directs choices and actions, and motivates staff.

Although an organization’s culture is an essential component, long-term employees may not necessarily be aware of it. For example, the management industry becomes automatic and ingrained in daily life. Organizational culture persists, regardless of whether a person has recently joined the firm, is overburdened with new techniques and methods, or is a seasoned professional who no longer sees the fast-paced atmosphere. The longer someone works at a company, the more it shapes who they are.

There are many distinct organizational culture types, but just a handful of categories appear to be prevalent across most sectors. In contrast to a management facility, where accuracy and accepted procedures are essential to the operation’s success, a childcare center will have distinct cultural values and an entirely different environment. The goal of clan culture is to foster a sense of family through mentorship programs and interpersonal interactions. The management’s market culture emphasizes creating competition and recognizing winners (TriNet Team, 2021). The innovation-focused adhocracy culture tends to do away with conventional organizational structures. Finally, top-down corporate choices are a key component of hierarchical culture.

Centralization Organization

Centralization consolidates planning and decision-making tasks to one leader or place within an organization. In a centralized structure, the head office retains decision-making authority, and all subordinate offices follow orders from the head office. The executives and experts who make important decisions are headquartered in the corporate headquarters. A centralized organization functions by having a distinct chain of command since everyone knows to whom to report (CFI Team, 2022). When junior workers have questions about the company, they know whom to speak with.

Senior executives, on the opposite, have a defined strategy for giving power to workers who perform well in particular roles. The executives also feel more confident that there will not be any overlap in tasks when they assign them to mid-level supervisors and other staff members. A clear line of authority is advantageous when a management company wants to act swiftly and uniformly (Jiang et al., 2022). An organization with a centrally managed structure may easily concentrate on realizing its vision. There are open communication channels, and the senior executive may help the workforce understand and work for the organization’s mission. Since there are no distinct lines of authority in the lack of centralized administration, there may be discrepancies in communicating with employees. The seamless implementation of an organization’s vision and strategy is made possible by the top-down direction of that vision. Customers, suppliers, and community members receive a consistent message from the organization.

A limited number makes decisions of individuals in a centralized structure are subsequently conveyed to lower-level management. The decision-making process is more effective when there are fewer participants since each decision’s specifics may be discussed in one meeting (Altamimi et al., 2022). The choices are subsequently sent to the organization’s lowest levels for implementation. The decision-making process will take more time and lead to disagreements if lesser managers are engaged. This may complicate the implementation process since some may disagree with the conclusions if managers’ feedback is not considered.

In centralized management, workers are only required to deliver results following the senior executives’ tasks, similar to a dictatorial leadership style. Employees are only implementers of decisions taken at a higher level and cannot participate in the organizational decision-making process. The managers will not understand if the staff has trouble putting some of the choices into practice since they are only in charge of making decisions, not carrying them out. Since they lack the will to make choices with senior managers without consulting lower-level personnel, these acts deteriorate performance.

Individualism and Collectivism

Individualistic civilizations and collectivist cultures are frequently compared. The value of the group is emphasized by collectivism, whereas the rights and interests of each individual are the emphases of individualism. In contrast to collectivist cultures, which stress unity and generosity, individualistic cultures prioritize individuality and self-identity (Cherry, 2022). These widespread cultural variations significantly impact many facets of society’s operation (Fatehi et al., 2020). Whether someone comes from a collectivist or individualist environment can affect how they purchase, dress, learn, and do business (Cherry, 2022). People who labor in a collectivist society, for instance, can try to sacrifice their enjoyment for the sake of the whole. People from individualistic cultures, in contrast, hand, can believe that their objectives and well-being are more important.


Overall, culture is a collection of people’s common values, perspectives, language norms, and traditions that may be used to distinguish them from one another. Culture is the collective education of the mind that distinguishes one class or kind of person from another. Although there is a statistical link between culture and personality, each culture has several personality subtypes. By developing a strong company culture that provides stability and direction, guides decisions and actions, and inspires personnel, businesses may assist workers in doing their best work. Long-term employees may not always be aware of an organization’s culture, although it is crucial.

The more time a person spends working for a corporation, the more it molds who they are. There are several diverse organizational culture types, but only a small number of categories are common in most industries. A company with a centralized management structure may simply focus on achieving its vision. There are open lines of communication, and the senior executive might aid the staff in comprehending and supporting the organization’s objective. Employees cannot participate in organizational decision-making; they can only carry out choices made at a higher level.


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