Leadership
Undoubtedly, organizational culture is one of the largest permeations of both identity and success within an organization. Various organizations contain different values, beliefs, assumptions, perceptions, artifacts, and patterns of behavior depending on the nature of the organization and the goals and standards therein. It is important to understand and differentiate how these organizations facilitate the process of learning culture to their workers and subordinates in a fashion that successfully encompasses the socialization process. DuBrin defines organizational culture as a system of shared values and beliefs that influence worker behavior. Within the organizational culture comes determinants and origin of the company specified culture. Some of these determinants, as described by DuBrin include the values, administrative practices, and personality of the company’s founder as well as the industry in which the company competes. These are the primary factors that shape organizational culture. Traditions, rites, and rituals are big pieces to both ownership culture and organizational culture. Ownership culture and organizational culture go hand in hand, as ownership culture has a huge influence on organizational culture. The degree of stability between these two complex relationships helps foster the evolution and growth of the culture. At Floaties Swim School in San Diego, California, teambuilding events are conducted twice a year to help promote team work and solidify the company’s standards and code of ethics. The teambuilding events are designed to help foster healthy relationships amongst managers and subordinates to help demonstrate the company’s “open door” policy is actually legit and not a caveat that only exists on paper and during initial interviews. How exactly do subordinates and workers learn culture, though? DuBrin believes the most effective method is clear-cut in two different methods, the socialization process and the direct observation of