Organizational Culture Assessment

<h1>Organizational Culture Assessment</h1>Author: <a title="Rachel Hewlett" href="http://www.articlesbase.com/authors/rachel-hewlett/172997.htm">Rachel Hewlett</a> Organizations develop cultures whether they try to or not. Not understanding its culture in today's rapidly changing business world can prove fatal to organizations.  Executives are frequently analytical and quantitative in their orientation. Having data and an assessment tool to deliver a painful message may be the key to getting management to pay attention and face the reality of what kind of culture really exists.   1. Closing the gap between the real and ideal culture. Cultural assessment enables organizations to analyse gaps between current and desired cultures.  Often, an objective assessment tool can zero in on a limited number of elements of culture that need to change, rather than embarking on the fruitless attempt to change the entire culture.   2. Value and goal alignment across subcultures, divisions and geographic regions. In many companies, a strong dominant culture is omnipresent throughout the organization and across business units or even regions. This kind of organization is said to possess a high level of cultural integration. However, culture in large organizations is often not homogeneous. Organizations can vary widely in terms of the degree of cultural integration and the strength of the subcultures that coexist.  In general, subcultures can differ by function, by their place in the hierarchy, by division, by site, or by geographic region and country. It may be both undesirable and unrealistic to try to homogenise the organization across all of its parts.  Still, a thoughtful evaluation of the culture can aid in the alignment of values and strategic goals across subcultures and geographic areas.   3. Individual-organization fit. Corporations that are growing fast must hire a large number of new employees. It is critical that these new recruits are a good fit with the current culture.  However, there must also be a good fit with the new culture the organization is trying to create.   4. Organizational change. Stable great companies are usually built on both a solid foundation of enduring core values and on the adaptability of their behavioral practices, secondary values, structures and other cultural artifacts. The secret to a company that will last is its ability to manage both continuity and change.  Understanding the current culture enables organizations to thoughtfully bring the elements of the culture into alignment and move forward towards an ideal.  About the Author: The article was produced by the writer of Essay-Paper.net. Rachel Hewlett is a 7-years experienced freelance writer. Contact her to get more information about <a href=" <a target="_blank" href="http://www.essay-paper.net/argumentative_essay.html">argumentative">http://www.essay-paper.net/argumentative_essay.html">argumentative</a> essay</a> and <a href=" <a target="_blank" href="http://www.essay-paper.net/nature_writing.html">nature">http://www.essay-paper.net/nature_writing.html">nature</a> writing</a>.Article Source: <a href="http://www.articlesbase.com/">ArticlesBase.com</a> - <a href="http://www.articlesbase.com/organizational-articles/organizational-culture-assessment-983413.html" title="Organizational Culture Assessment">Organizational Culture Assessment</a>

Organizations develop cultures whether they try to or not. Not understanding its culture in today's rapidly changing business world can prove fatal to organizations. Executives are frequently analytical and quantitative in their orientation. Having data and an assessment tool to deliver a painful message may be the key to getting management to pay attention and face the reality of what kind of culture really exists.

1. Closing the gap between the real and ideal culture. Cultural assessment enables organizations to analyse gaps between current and desired cultures. Often, an objective assessment tool can zero in on a limited number of elements of culture that need to change, rather than embarking on the fruitless attempt to change the entire culture.

2. Value and goal alignment across subcultures, divisions and geographic regions. In many companies, a strong dominant culture is omnipresent throughout the organization and across business units or even regions. This kind of organization is said to possess a high level of cultural integration. However, culture in large organizations is often not homogeneous. Organizations can vary widely in terms of the degree of cultural integration and the strength of the subcultures that coexist. In general, subcultures can differ by function, by their place in the hierarchy, by division, by site, or by geographic region and country. It may be both undesirable and unrealistic to try to homogenise the organization across all of its parts. Still, a thoughtful evaluation of the culture can aid in the alignment of values and strategic goals across subcultures and geographic areas.

3. Individual-organization fit. Corporations that are growing fast must hire a large number of new employees. It is critical that these new recruits are a good fit with the current culture. However, there must also be a good fit with the new culture the organization is trying to create.

4. Organizational change. Stable great companies are usually built on both a solid foundation of enduring core values and on the adaptability of their behavioral practices, secondary values, structures and other cultural artifacts. The secret to a company that will last is its ability to manage both continuity and change. Understanding the current culture enables organizations to thoughtfully bring the elements of the culture into alignment and move forward towards an ideal.

The article was produced by the writer of Essay-Paper.net. Rachel Hewlett is a 7-years experienced freelance writer. Contact her to get more information about argumentative">http://www.essay-paper.net/argumentative_essay.html">argumentative essay and nature">http://www.essay-paper.net/nature_writing.html">nature writing.

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