Business ethics is an essential tool and topic that should be embraced by all organizations and individuals. By adhering to this, organization culture is developed hence a determination of how strong or weak am organization is. Different companies have different organization cultures that are the driving force behind success. It is thus essential to curve a good culture so that managers, employees and clients can work together amicably towards success. Many organizations spearhead the need for respect and trust in the workplace. This also covers the desire to have a workforce that works collectively rather than individually. On that regard, the organization is able to increase its productivity. Employees are the backbone of any company or organization, (Dubinsky, 2018).
The method of handling and treating them determines how productive they will be. For instance, managers should have a good rapport with employees. In addition, employees should be rewarded for their efforts. By adhering to these essential factors, employees are able to become more productive hence fostering a good work relationships and profits in the company. It is thus essential for organizations and companies to have a good culture which ensures that all parties are satisfied with the services they provide and the services they get, (Mbau and Gilson, 2018). This also determines how long the company will exist. A good organizations culture leads to a good reputation, good profits, and happy employees, clients and managers.
An alternative point of view
My alternative point of view is that organizations have mainly relied on pushing for an organizational culture that pleases all. Leniency has been noted to be a factor that has led to many downfalls. The fear of hefty penalties through court disputes and client feedback has made many organizations to treat their employees more compared to the work they were employed to do, (Van De Walle and De Meester, 2018). It is true that employees have rights that should be respected. On the other hand, a business owner or an organization may get into losses because of incompetence and negligence. By having strong laws and strict regulations, employees are able to meet their targets and ensure that all tasks provided are handled effectively. Managing with an ‘iron fist’ leads to positive results through adherence of schedule, producing quality products and meeting a client’s demand, (Curry et al., 2018). It is also essential for prospective employees to know that certain managers or companies demand results and no excuses are tolerated. Some organizational cultures that support a good rapport with employees and also straightforward communication have been seen to have reduced productivity due to the familiarity between employers and employees. Corruption is also another issue that has led to the failure of organizations not having a good organizational culture. In most cases, employees bribe their way through whereas other managers hire incompetent family members.
Conclusion
In a nutshell, organizational culture is the driving force behind success. Adherence to elements such as being close to customers, being in touch with employees, encouraging entrepreneurship and autonomy, and also encouraging collectivism are some of the essential elements for success. On the other hand, organizations are seemingly becoming profit-oriented hence pushing aside ethics and cultures that keep a company together. For employees to stay longer, become more productive and ultimately have satisfied clients and a good reputation, organizational cultures have to be created and adhered to.
References
Curry, L.A., Brault, M.A., Linnander, E.L., McNatt, Z., Brewster, A.L., Cherlin, E., Flieger, S.P., Ting, H.H. and Bradley, E.H., 2018. Influencing organizational culture to improve hospital performance in the care of patients with acute myocardial infarction: a mixed-methods intervention study. BMJ Qual Saf, 27(3), pp.207-217.
Van de Walle, D., Kiss, P., and De Meester, M., 2018. 153 Organisational social capital: the missing link between organizational culture and safety awareness.
Mbau, R. and Gilson, L., 2018. Influence of organizational culture on the implementation of health sector reforms in low-and-middle-income countries: a qualitative interpretive review. Global health action, 11(1), p.1462579.
Dubinsky, A., 2018. Innovation. The Currency of the 21st Century: Shaping an Organisational Culture of Creativity and Innovation. GRIN Verlag.
