Culture Change
Culture change refers to the influence of culture on individuals’ capitals on community or corporate in reconstructing and interlocking goals, roles, values, and processes. Organizational culture refers to the proper way to behave within an organization, and the culture is based on shared beliefs and values established by the leadership and then enforced via diverse ways, and thus they are made to profile the employee’s behaviors and sympathetic about the organization. Organizational culture consists of the employees’ experiences, the way of thinking and mindsets, and future expectations about the organization, and can be termed to corporate culture. Organizational economics shows how humans create and develop organizational, which is achieved via the leader who communicates according to how the organization wants its corporate culture. The leaders of the organization play crucial work in the management, establishment, and growth of organizational culture and make the corporate meet its targets via well strategic manner of teamwork to leaders in ensuring that the corporate culture is fully adhered to by making the all associated members keep aligned and thus promoting the healthy relationship between among the employees and keep them well motivated.
Leader expresses the trend of their organization and for the success of an organization to be achieved the significant role remain to keep the leaders motivated and ready to ensure the growth of the corporate by doing want is needed to be done and avoiding want should not be done, and these essential values are established then the leaders become the enforcers of their creed and thus in this way durable organizational philosophy emerges. Some of the ways leaders impact organizational culture are spreading motivations who are more likely to push the organization’s will to its success (Lee et al. 2020).
The leaders who are more motivated for interest, for many, are more like to influence and attract staffs with the same interests making the organization who end up for remuneration only. On the other hand, leaders who are motivated by the purpose are more likely to stimulate employees who commit their best efforts to the firm’s goals and interests rather than their interest. For the organization to get the best out of the staff, the leadership should get to know the staff and find their motivational, listen and integrate the beliefs and make the staffs feel more valued, and once the staff is satisfied, the positive outcomes will be noticed. Further organizational culture can be achieved via coaching of the staff and leadership, having a strong vision established by the leaderships, developing morale, and remaining responsible for the staff in their duties, which will make the organization ((Lockwood et al. .2020).
Employees’ motivation is guided by theories that are more like to make the staff feel much valued. For instance, needs motivation theories that claimed that organizational culture could be fully achieved when the employees’ needs are well satisfied and thus range high equal effort towards the corporate goals. The setting’s need is an internal state that makes specific outcomes appear more gorgeous since discontented needs are more likely to generate pressure. The equity theory helps explain why pay and raise alone don’t determine motivation. Instead, it explains why sometimes promotion and pay rise does not automatically lead to motivation of the staff, and in this regard when people are fairly treated, they are more likely to feel motivated, while when they are unfairly treated, they are more likely to be demotivated (Lockwood et al. .2020).
Intrinsic motivations are necessary for organizational culture, for instance, staff working not for payment but because they have a passion for work or leadership providing necessary resources even when the staff has not raised the concern. Extrinsic motivation is getting engaged to earn more of a pay rise and get promoted and avoid punishment. The benefits of motivated and engaged staff are low truancy, lower-income, less stealing, higher productivity, fewer damages, and higher customer scores (Eman et al., .2020).
Reference
Eman, A. B., KANAAN, R. K., MOHAMMED, A. B., OBEIDAT, B., & Ra’ed, M. D. Reviewing the Literature of Corporate Culture, Employee Motivation and their Effect on Organization Effectiveness.
Lockwood, C., Stannard, D., Jordan, Z., & Porritt, K. (2020). The Joanna Briggs Institute clinical fellowship program: a gateway opportunity for evidence-based quality improvement and organizational culture change.
Lee, H. J., Oh, H. G., & Park, S. M. (2020). Do trust and culture matter for public service motivation development? Evidence from public sector employees in Korea. Public Personnel Management, 49(2), 290-323.