Running head: ORGANIZATIONAL CULTURE AND ENVIRONMENT Organizational Environment and Culture Student’s Name Institution 1 ORGANIZATIONAL CULTURE AND ENVIRONMENT 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. 1. 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 2 ORGANIZATIONAL CULTURE AND ENVIRONMENT 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. 2. 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. 3 ORGANIZATIONAL CULTURE AND ENVIRONMENT 3. 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. 4 ORGANIZATIONAL CULTURE AND ENVIRONMENT 4. Accountability 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 failure. 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. 5 ORGANIZATIONAL CULTURE AND ENVIRONMENT References O’Donnell, O., & Boyle, R. (2008). Understanding and managing organisational culture. Institute of Public Administration. Retrieved from https://www.ipa.ie/_fileUpload/Documents/CPMR_DP_40_Understanding_Managing_ Org_Culture.pdf The roles, responsibilities and skills in project management. (2018). PM4DEV. Retrieved from https://www.pm4dev.com/resources/free-e-books/46-roles-responsibilities-andskills/file.html 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 https://www.pmi.org/learning/library/meaning-importance-culture-project-success-7361 Wideman, R. M. (1990). Managing the project environment. Dimensions of Project Management. Retrieved from http://www.maxwideman.com/papers/projenviron/projenviron.pdf 6
