|Type of paper:||Case study|
|Categories:||Human resources Organizational behavior Organizational culture|
Strong organizational cultures are those in which all the employees share the same values, and this replicates to more commitment from these workers, which is reflected in increased productivity. Nevertheless, the type of office design usually influences the collaboration, interaction, and creativity of employees (Robbins & Judge, 2019). At the Gerson Rehman group, workers do not entirely work in cubicles, and at the same time, they do not operate in a free-form open office area consistently. They choose where to work in what they perceive as their best environment. An open office layout is associated with promoting interaction as employees in such offices interact with one another to clear their doubts and, at the same time, produce quality results. It should be supplemented with a work-friendly design such as good air conditioning, which helps to reduce the stress associated with disruptions. An organization needs to create an office with a good culture, and this promotes collaboration among workers. Usually, it is not necessary to have an innovative culture to encourage creativity, social interaction, and creativity but makes it even better than a normal culture. A good culture is a key, and this implies a culture that is open and accelerating, and such culture is used as the asset that drives the organization to success (Robbins & Judge, 2019). It is also critical for an organization to design how culture will begin before they can focus on keeping the culture alive, either through socialization, selection, or use of top management
The effects of new office design can be assessed objectively. In my opinion, change does not come abruptly because it is a process that takes much time to get it right. In any case, organizational culture forms in several ways to ensure that it is transmitted from one employee to the other. Stories, rituals, language, and material symbols could be used to transmit organizational culture from one worker to another, and this is the same way the culture of anew office design will be transmitted (Robbins & Judge, 2019). Before such a significant change occurs, every employee must air their views, suggestion, and ideas as this allows them to become part of the desired change, whereby they own it. With the information in which every employee has contributed their ideas, it becomes possible for the organization to pick which design is the most suitable for everyone. As the change is happening, the organization will have some follow-up on the new design, assess how productive the employees have become, and even how employees are responding to the new design. With a big picture of the overall situation, the organization will be able to cement the change through various measures. For instance, the organization can focus more on rewarding rather than punishing and also build on the employees' strengths.
I think that certain types of office design can be used to create a more spiritual culture. It is a culture that emphasizes that people's inner lives are nourished by meaningful work in the context of the community (Robbins & Judge, 2019). Organizations that believe in this culture ascertain that human beings need connection, and this implies workers are feeling part of the organization. It is a principle that largely aligns to open office design. In this office design, employees do not experience barriers of interaction, and therefore, they interact freely with one another, which helps them to nourish their inner lives. Furthermore, an open office helps to promote a strong sense of purpose, open-mindedness, a strong sense of purpose and benevolence, characteristics that are relevant in a spiritual organization.
Robbins, S., & Judge, T. (2019). Organizational behavior (18th ed.). Melbourne: Pearson, Australia.
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