Organizational culture encompasses values and behaviours that “contribute to the distinctive social and psychological atmosphere of a company”. It is now widely known that people’s motivations, behaviors, and work attitudes, whether or not optimistic or negative, are influenced by the organizational culture and organizational practices by which they work (Ashkanasy, Broadoot, & Falkus, 2000;Tayeb, 1994)…
Instead, these cultures appear to desire paternalistic leaders—leaders who are authoritarian but make choices while exhibiting a high degree of concern toward workers as in the event that they had been members of the family.Javidan, M., & Dastmalchian, A. (2003).
The values and, at a deeper stage, the assumptions that shape the group’s culture may be uncovered by observing how employees interact and the alternatives they make, in addition to by inquiring about their beliefs and perceptions regarding what is right and acceptable behavior.
In other words, just as having the best” tradition could also be a competitive advantage for a corporation, having the flawed” culture may result in performance difficulties, could also be accountable for organizational failure, and should act as a barrier stopping the corporate from changing and taking dangers.
Uncertainty avoidance might affect the kind of organizations staff are attracted to. Japan’s uncertainty avoidance is related to valuing job safety, while in uncertainty-avoidant Latin American cultures, many job candidates favor the steadiness of larger and properly-known corporations with established profession paths.