In every business, culture is an observable and strong force comprised of its workers' shared values, beliefs, and actions. Individual decisions and behaviors are guided by culture at an unconscious level, resulting in powerful consequences on a company's well-being and success. Culture also has a significant impact on how new ideas are received and adopted within a organization.
Culture can be described as the set of habits and traditions of a group of people. These habits and traditions form their identity as a group. They also affect each person's attitude toward his or her role within the group and thus influence their behavior.
Generally speaking, yes, culture does drive behavior. Certain behaviors are likely to be favored over others depending on the culture. For example, if the culture favors stability over change, then employees will be more likely to keep using the same job title even though this may not be what they initially reported to their supervisor. They may also be less likely to challenge their supervisors in meetings or through email.
Cultural differences can have a huge impact on a company's success or failure. If you plan to start a new business or work with partners from different countries, then you should understand that these differences exist and they must be taken into account if you want your business to be successful.
One country might value rapid growth over stability while another might prefer the opposite.
Culture is made up of a group of people's common values, beliefs, underlying assumptions, attitudes, and actions. Culture is the behavior that occurs when a group establishes a set of (usually unstated and unwritten) guidelines for how they will collaborate in the workplace. These guidelines are called "culture norms."
Culture is developed through many factors: history, society, religion, technology, the arts, and much more. Culture is what makes us all different even though we all come from the same roots. It is what binds us together as a community or nation. It is also what divides us into groups based on class, gender, ethnicity, etc.
Every time a group of people interact, their individual cultures combine to form a new shared culture. This new culture may be similar to or differ significantly from its components. For example, two employees might have very different experiences with the same event, such as being sent home due to closing hours. However, because they both understood that sending workers home early was unacceptable at this company, they were able to come to a consensus on how to handle this situation. In this case, the shared culture of the organization was enough to overcome any differences that might have otherwise arisen between these employees.
Culture, in particular, is a method of managing behavior, giving organizational stability, and a sense of belonging. Company executives establish cultural controls in order to establish social norms and a feeling of shared values inside the firm. These controls can include hiring policies, work schedules, and reward systems. Culture also acts as a form of control for its participants. People want to fit in and be part of the group behavior expectations. They do this by acting according to the culture's standards of behavior.
Culture can also act as a form of restraint. If company executives allow their employees too much freedom, they risk having them go outside the organization or even start their own competing business. This would break the chain of command and authority that is required for a firm to function effectively. Employees need restrictions on their freedom in order to feel like they are part of the group.
Finally, culture can provide a sense of unity for a group. It helps people understand who they are working with and what type of environment they will be going into every day. This makes them more willing to put in extra hours or take on additional responsibilities.
Culture can play many different roles in a group's management system. It can provide stability during times of change, give an indication of what behaviors are expected of team members, and serve as a restraint when needed.