Organizational Culture And Its Impact On The Workplace...

An organisation culture is developed when the members of an institution shared a set of common values, traits and symbols (Helms, 2001). This culture represents an identical trend in patterning and integration (Schein, 2004), in which the ways of thinking and believe are similar in the members of the unit (Marquis Huston, 2009). However, an organisation culture does not just form by itself. According to Schein (2004), culture and leadership are fundamentally interlaced and are able to influence each other. On one hand, Schein described leaders as the architect who formed the culture, but he also stated that culture can also influenced and shaped the type of leader. In this article, the influence of culture in determining the type of†¦show more content†¦This is similar to Wallach (1983) bureaucratic culture, where level of hierarchy is also emphasised and decision making is being centralised. Both cultures have a clear cut on formalised responsibilities and authority of eac h employee. In Ward X, it is observed that hierarchical culture is the leading culture. According to Yiing Ahmad( 2009), this type of culture is most prominent in Asia context. The concept of hierarchy and seniority is held strongly in Ward X by the top management. Subordinates are not allow to question any decision made by the superior and any form of disagreement will lead to the staff being termed as non-compliant or ‘trouble maker’. For example, nurses are only allowed to conform to the scores that are given for appraisals and no further questions can be made. Due to the level of hierarchy and rigidity in this culture, any constructive suggestion by the nurses are not accepted and they are expected to oblige to formalised rules and regulations, in which Robbins Barnwell (1994) described as formalisation. Not only that, communication is seen to be one way in this Ward X. Information and orders are coming down from the employers to the employee. Any form of feedback is considered redundant and adherence compliance is expected to be infused in all employees. Centralisation (Robbins Barnwell, 1994) also being practiced in this ward, where a high concentration of decision makings are on the top levels and are often done