Organisational Culture and Work Performance

Organisational Culture has been loosely defined by different authors. According to Allaire and Firsirotu in 1984 (Theories of Organisational Culture’ in Organisational Studies), the lack of good theories is crucial to bring together significant concepts found in cultural anthropology. But Handel in 2003 (The sociology of organisations: classic, contemporary, and critical readings) reported that numerous perspectives actually define the actual definition about Organisational culture. Companies function differently based on their staffs’ performances and attitudes while different environments and markets set distinct achievable goals.

The role of Organisational culture is an important resource that can improve an organisation’s business performance and promote healthy development. Organisational culture is made from a combination of the below concepts

However, the challenge arises from today’s uncertain work environment which have put many organisations struggling for survival due to competition and conflict of interest. One factor which drives such a strategic move towards surviving the competition is the leadership style provided by the management. Different styles are expected to influence others in achieving organisational goals which in turn boost employee’s performance. According to Shafie et al. in 2013 (The Relationship between Leadership Style and Employee Performance), the study explained the importance of leadership style in any organisation especially on staff’s performances, who are apparently the biggest asset of any organisation.

Thus as a leader, it is very significant to provide staff with good and clear guidelines plus make them emotionally satisfied to get the best from employees. In fact, leadership styles are very critical for companies in realising their goals and achieving their vision. Since leadership is a key factor for improving overall staff performance, many organisations rise or fall depending on the effectiveness of leadership at all levels.

By,

Dr. Dayana N. H. Chaskar