Culture is defined as the organized or the patterned way through which activities are done in a specific organization or company when compared to others or how employees of a certain company behave when compared to others.
There is usually a common understanding between those who follows a similar culture. Cultures vary according to different companies and most of the time being influenced by the company’s goals and objectives (Pfister 36).
According to the different goals which companies seek to fulfill so are there different cultures. In some companies, talent of the employees and how the perform is amore integral issue compared to how they are committed to the activity and as far as the end results are achieved, these companies do not have a problem.
Most of the times, these companies or organizations values recognition of the employees depending on the results they have yielded to the company. It is important to note that in such cultures an individual is forced to be more self-centered since at the end, he or she shall be rewarded through his efforts.
Another type of culture which a person will go through as he or she moves from one company to the other is a culture that stresses on loyalty. In this culture, people are more interested to the interests of the group but not an individual. It is more suitable when people have to work in groups and their results are likely to be recognized through groups.
It is best for team players and not individual centered people. A different type of culture one is also likely to encounter is a culture which offers very little job security where as due to lack of no otherwise people still work.
Employees in this type of job more or less work on a survival mentality. It is usually based on what an individual can do and opportunities which may arise in the future. Employees following this culture live on opportunities which might arise leading to making milestones whereas if such milestones are not reached or achieved, the employee might be doomed.
Lastly, an individual can find him or herself in a culture that values long term relationships with the employees thus leading to long term careers. In such organizations, systematic development of careers is usually encouraged. This type of culture is most of the times experienced in government organizations whereby before one can proceed to the next level of his or her career, he should pass through all the junior ranks before rising to the top most post. As a result, experience is more valued in such an organization than the skill one possesses.
Among the above type of cultures, the one I would be most comfortable working in is the culture that values long term relationship. This type of a culture emphasizes the need for a procedural career development rather than moving top and down. These cultures base their success on regular training and advancement based on gaining functional expertise of the employees. For any employee working under this environment, there is always an assurance that the job is permanent.
As a result, this increases the efforts shown by employees since they know for their careers to grow, they must work hard to earn the recognition of the employing body and therefore gain a promotion. An advantage to this type of culture is the fact that it allows development of a long term relationship with the employee enables perfection and ease in doing everything as to what the job involves.
As an employee becomes more used to doing the job, he or she develops perfection. Due to the expected lengthy relationship between the employer and the employee, the employees tend to become perfect and are able to discover the pros and cons of a system and based on experience, they can even give good diagnostic measures.
As we have seen above, cultures vary according to different companies and the major factors which influence which culture a company uses depends on the company goals and objectives and thus there cannot be said to be any better culture than the other. Each culture fulfills a certain need in the company.
Pfister, Jan. Managing Organizational Culture for Effective Internal Control: From Practice to Theory. New York: Spring Publishers, 2009. Print.