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Organizational Culture and Environment

Organizational Environment and Culture
Student’s Name
Organizational Environment and Culture
The culture of the organization refers to the environment which surrounds employees in
their workplaces in terms of qualities of that environment. It is made up of aspects such as
behavioral patterns, observable symbols, ceremonies, organizational values, beliefs and
assumptions (O’Donnell & Boyle, 2008). Organizational culture is part of the microenvironment
of an organization. The environment and organization are interdependent in such a way that
when resources and feedback are provided by the environment, the organization produces goods
and, or, services required in the environment. The same also affects the management of projects,
staffing, and leadership of project teams, and the attitudes towards accountability in the
organization. Therefore, the environment and culture in an organization contribute a crucial part
in running a successful business.
Culture on Management of Projects
In order to promote an environment which is both productive and positive, the project
manager should keep in mind the organizational culture and the environment within which he/
she works. In my organization, most projects involve a number of negotiations with different
people from different companies. There arises a need to understand their respective desires,
needs, and personalities so that a plan can be formulated about what should be done in order to
avoid falling in pitfalls and as a result attain what is needed for the project ("roles,
responsibilities, and skills in project management," 2018). The qualities observed in a manager
who was the head of a bridge construction project included interpersonal skills which were
useful in attaining a deeper understanding of the people they were dealing with; more
specifically their attitudes and how they relate to other people. Such skills should comprise of the
skill to coach, motivate, negotiate, effectively communicate, direct, train, support and influence
all the people involved in the project. For the project to be successful, the project manager was
able to understand the culture of the organization and this allowed for the effective leadership of
the project team and encouraged cooperation among the project members and any other groups
involved. Cultural differences also played a major role in project management. For instance, in
this project foreign companies were contracted to provide various services and products. The
project manager expressed great levels of professionalism when dealing with the diverse cultures
that were brought by these companies and their people. His interpersonal skills were put into a
test where he had to acquire the trust and confidence of the vastly diverse members and created a
good relationship and working environment.
The Environment on Management of Projects
The project manager adapts in the environment but first, they try and understand the
environment. For proper understanding, the initial step was to identify the stakeholders of the
project and their potential to positively affect its outcomes (Wideman, 2001). In the modern
environment, there are many technological advances in the building industry. In our project, the
project manager encountered a highly technical and complex environment and in order to
effectively manage the project, he decided to put all his efforts in making sure that the project
uses the latest technology available. In addition to technology, social, cultural, and organizational
environments also need to be considered (Wideman, 2001). Change is not always appreciated
and accepted; therefore, it was up to the project manager to identify the issues arising and
address them in a proactive manner and as a result reduce the negative effects associated with it.
The project environment is most important when there is a need to be successful. Satisfying the
stakeholders is paramount and by considering and using the environment to shape the nature of
the work during a project in order to achieve the expected results is advised.
Implications for the Project Leader and Staff
The project leader in the bridge project was able to interact with different cultural
elements within our organization, of the customers, and that of other companies. It is the level of
understanding of these different cultures that allowed him to be able to avoid conflicts among the
parties involved and ensured the success of the project. Leading the project team required some
level of patience in making judgments because the leader was supposed to take the differences
into account and thereafter communicate in a way that does not polarize them (Suda, 2007).
These differences may include but not limited to individual cultural beliefs, assumptions, and
values as Suda (2007) states. Even if the leader can shape the culture in a way that suits the
immediate task or environment, it should be closely related to the organization’s core culture.
The staff working on the project is critical to the project’s success and therefore should
be treated well (Wideman, 2001). The manner in which the company decides to do this should be
in line with the culture and environmental requirements of those individuals and that of the
organization. For example, in our project, there was a need by the local village heads to be
involved in the project. The necessary arrangements were made and the terms for employment
were explained to them. This leads to subcontracts and as a result, some tribes needed more
recognition of their role in the project which was taken care of carefully. Also, the company
allowed the employees and their families to use some of the company’s facilities such as the
health center, activity club, transportation, shops, and the restaurant. All that was done after
assessing their needs in that environment and it was concluded that it would help in the
completion of the project on time. This expressed the ability of the project leader to address the
staffing issue and at the same time use the project environment and culture to his advantage.
Accountability should also be embedded in the organizational culture so as to shape its
employees towards the achievement of a favorable working environment. In the organization
where I currently work, there is a performance culture that advocates for accountability and
delegation and at the same time enhances positive attitudes towards the company. The
management structure in place allows for managers to be accountable in all features of customer
service delivery including financial, quality, and human resources (Wideman, 2001). This allows
for the reduction in costs as the management tools are utilized by managers as a way to increase
productivity and quality. Also, this allowed for easy identification of who is responsible for what
and therefore ensuring the managers are extra careful not to be the cause of the organization’s
For employees, the environment which allows for progressive and helpful
accountability encourages employees to be ready to contribute to the success of the company.
For example in the organization where I’m currently employed, the managers have a culture of
involving their subordinates in decision-making processes and consequently creating an
environment suitable for creativity and innovation. This means that accountability is not only
associated with negative outcomes but also positive ones. Attitude towards accountability is a
positive one which as a result makes the people feel more supported and trusted.
In conclusion, the overall expectations of an organization determine how things should
work as well as provide a guideline of the expected behavior when interacting both within and
without the organization. It also includes the experiences and philosophy of the organization.
Therefore, in this organization, almost all activities and decisions are governed by both
environmental and cultural factors and it has ensured success so far.
O’Donnell, O., & Boyle, R. (2008). Understanding and managing organisational culture. Institute
of Public Administration. Retrieved from
The roles, responsibilities and skills in project management. (2018). PM4DEV. Retrieved from
Suda, L. V. (2007). The meaning and importance of culture for project success. Paper presented
at PMI® Global Congress 2007—EMEA, Budapest, Hungary. Newtown Square, PA:
Project Management Institute. Retrieved from
Wideman, R. M. (1990). Managing the project environment. Dimensions of Project
Management. Retrieved from