Organizational Culture

                                         

Organizations grow with common values across verticals, these are intrinsic to them, these are called their cultures. Organizations, just like individuals, have their own personalities—more typically known as organizational cultures. Understanding how culture is created, communicated, and changed will help you to be a more effective manager.

"Culture is how organizations 'do things'." — Robbie Katanga

"In large part, culture is a product of compensation." — Alec Haverstick

If you want to provoke a vigorous debate, start a conversation on organizational culture. While there is universal agreement that (1) it exists, and (2) that it plays a crucial role in shaping behavior in organizations, there is little consensus on what organizational culture actually is, never mind how it influences behavior and whether it is something leaders can change.

"Organizational culture [is shaped by] the main culture of the society we live in, albeit with greater emphasis on particular parts of it." — Elizabeth Skringar

Finally, cultures are dynamic. They shift, incrementally and constantly, in response to external and internal changes. So, trying to assess organizational culture is complicated by the reality that you are trying to hit a moving target. But it also opens the possibility that culture change can be managed as a continuous process rather than through big shifts (often in response to crises). Likewise, it highlights the idea that a stable "destination" may never — indeed should never — be reached. The culture of the organization should always be learning and developing.

These perspectives provide the kind of holistic, nuanced view of organizational culture that is needed by leaders in order to truly understand their organizations — and to have any hope of changing them for the better.

Reliance has a culture of executing tasks ahead of time and in a controlled fashion. It thinks big and lets its employees do so too. Culture runs deep into the organization as it is the fuel fueling the energy crux of RIL, with all employees performing to their best. There is always this exigency of executing tasks in time and in an accurate manner. 

Safety is one thing that any manufacturing firm especially the world's largest refinery cannot take for granted. Hence before any decisions are taken, either at the CMD level or the field engineer level, safety is given the utmost regard, and respect and all other decisions are taken round its periphery.