How to grasp the essence of organizational culture

1, the uniqueness of superego Every organization has its own unique organizational culture, which is formed by different countries and nationalities, different regions, different times backgrounds and different industry characteristics.

2. Relative Stability Organizational culture is gradually accumulated in the long-term development of the organization, which has strong stability and will not change because of changes in organizational structure, strategic shift or adjustment of products and services. In an organization, spiritual culture is more stable than material culture.

3. Integration and inheritance Every organization is formed in a specific cultural background, and it will inevitably accept and inherit the cultural traditions and value system of this country and nation. However, in the process of organizational culture development, we must also pay attention to absorbing the excellent cultures of other organizations, integrating the latest achievements of world civilization, and constantly enriching and developing ourselves. It is this integration and inheritance that makes the organizational culture more suitable for the requirements of the times and forms an organizational culture that is unified with the times.

4. Developmental organizational culture has gradually evolved and developed with the accumulation of history, social progress, environmental changes and organizational changes. A strong and healthy culture helps the organization adapt to the external environment and changes, while a weak and unhealthy culture may lead to the bad development of the organization. Organizational culture refers to the common value system of organization members, which makes the organization different from other organizations. If carefully examined, this common value system is actually a series of key features that organizations attach importance to. According to the latest research, the following seven characteristics are the essence of organizational culture. 1. The degree to which innovation and adventure organizations encourage employees to innovate and take risks. 2. Pay attention to the degree to which the organization expects employees to be meticulous, analytical and detail-oriented. 3. Results-oriented organization managers pay attention to the results, rather than emphasizing the means and processes to achieve these results. 4. The extent to which interpersonal management decisions take into account the impact of decision-making results on organizational members. 5. The extent to which team-oriented organizations organize activities through team work rather than individuals. 6. How enterprising and competitive are employees? 7. Stability organization activities focus on maintaining the status quo rather than the degree of growth.