Essay Example on Organizational Success: Culture, Leadership, and Employee Engagement

Introduction

Organizational growth and expansion are highly dependent on the culture it cultivates and the leadership style that it adopts. Effective organizational leadership highly correlates to its leadership as a leader is charged with value reinforcement to the employees. A successful organization often adopts a culture that is based on the beliefs and values that are supported by its strategy and structure (Li et al., 2017). With a strong organizational culture and leadership, employees are aware of how to respond to situations, the expected response to situations that arise as well as the reward systems that awaits them when the organization realizes positive outcomes. This paper discusses the characteristics of individuals working in the organization concerning culture, the expected leadership qualities while applying principal theories to management in facilitating change, and improving firm operations.

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Employee Characteristics with Cultivated Culture

Employee characteristics that are ideal for organizational growth should possess good leadership and organizational skills, highly developed communication skills as well as information management, active leadership skills, and with great integrity and strong working ethics. These employees can be developed by adopting effective management systems that foster employee development in terms of not only skills but also talent (Li et al., 2017). Highly effective employees are crucial for startup organizations due to increased chances of failure at the very early stages. The culture developed and adopted should be able to identify the individual talent of employees while merging the talents to the various responsibilities in the organization. Employees who are charged with different responsibilities of fulfilling its goals and objectives foster organizational success.

The common principle theories include the classical management theory that emphasizes on the execution of duties while maximizing production. It focuses mainly on operations and standard creations to increase the output of production. Compensation is a primary employee motivation though wages as well as bonuses. Behavioral management theory applies principles that are human-oriented (Li et al., 2017). It mainly motivates teamwork by fostering a highly collaborative atmosphere. The modern management theory incorporates modern business changes such as technological development with the human and the existing traditional theories. It mainly applies statistics to measure performance while encouraging a cross-functional system. A manager must identify a model or model that works for the organizational culture (Li et al., 2017). A young and developing organization would a combination of these theories to realize success. A start-up organization should apply a theory that is less hierarchical while operating with minimal staff. Management must focus on aspects such as operations, finances, marketing, human resource management among others to foster its own culture.

Employee Leadership Qualities and Experiences

The most important leadership qualities for an innovative company include commitment and passion as well as delegation and empowerment. Technological companies require employees that are highly dedicated, resilient, and innovative. Delegation and empowerment are skills that come in handy when the company is developing and have many activities that are geared up towards setting up their foundation. Employee backgrounds are crucial for establishing their working history and experience, identity, and their criminal records. Technological businesses are highly sensitive and employee selection for any position in the job is highly crucial for company intellectual and business rights. Today’s companies have evolved and they are hiring multicultural teams with different cultural backgrounds. Employees should be able to adapt to such changes and collaborate as a team (Li et al., 2017). A leader chosen to lead such a multicultural team should show resilience to such diverse teams and should be highly visionary and with a purpose.

A highly diverse organization is highly difficult to manage as they have a highly diverse set of challenges including problem-solving, confrontation, prejudice as well as stigma, language, and cultural barriers, and also the different interpretations of agreement or commitment (Li et al., 2017). A strong team leader should demonstrate his/her ability to battle such unique challenges through the strengthening of communication, and having an open-ended view towards problem-solving and decision-making. To minimize language barriers, a leader should develop friendly strategies for communication such as the use of media such as pictures or data to illuminate a specific conversation. A leader in a highly multicultural organization should also accommodate different work schedules for instance vacation, time-offs, and should demonstrate cultural sensitivity to accommodate the different cultural needs (Li et al., 2017). That way, a leader would be able to lead a multicultural team effectively.

Culture, Creativity, and Innovation

There are three control systems including output, operational, and clan controls. Output controls focus on measurable results, while behavioral controls the actions that lead to outcomes. Clan control focuses on the shared values, expectations, traditions as well as norms that motivate people towards a specific goal in the organization (Hogan & Coote, 2014). The adopted control system highly determines organizational cultural adaptation in which interns affect creativity and innovation. Organizations should adopt control systems that foster a culture that encourages employees to think beyond their common knowledge and day-to-day activities. Adopting technological mechanisms can motivate employees to innovate ideas that are in line with the goals of the organization. Organizational leaders should also adopt a culture that encourages employees to brainstorm on ideas (Hogan & Coote, 2014). An internal process can be created to allow them to submit the brainstormed ideas based on a specific subject on a designated timeframe.

Specific criteria must however be adapted to measure the defined ideas and success while aiding to communicate the innovation goals as well as culture to the team. It is also crucial that a chosen control system guides the ideologies that have been created by employees (Hogan & Coote, 2014). Expert leaders should be chosen to help in the process through encouragement, support, and advising the team that develops such ideas. Employees should be granted the freedom to create and innovate their ideas. Autonomy should be granted to help them complete the specified tasks. A start-up organization should combine these systems to foster, prioritize, and encourage employee creativity and innovation within the organization, which draws on their ingenuity.

Conclusion

In conclusion, organizational culture is crucial in determining the qualities of employees absorbed into the system to help achieve organizational goals and objectives. The adopted management theory should be highly accommodative to the needs of the organization to foster its growth. The employee leadership adopted should be able to support the current needs in a diverse work environment. It should portray a positive work environment that accommodates the needs of diverse employees. Organizational culture adopted should also encourage employee participation in creativity and innovation which boosts overall organizational development and relevance in the global market.

References

Hogan, S. J., & Coote, L. V. (2014). Organizational culture, innovation, and performance: A test of Schein's model. Journal of business research, 67(8), 1609-1621. https://www.researchgate.net/profile/Noor_Hadi4/post/Can_anyone_please_suggest_the_instruments_used_to_study_the_relationship_between_organizational_culture_and_environmental_management/attachment/59d61deb79197b807797c42b/AS%3A273908091846657%401442316186857/download/1-s2.0-S0148296313003342-main.pdf

Li, N., Chiaburu, D. S., & Kirkman, B. L. (2017). Cross-level influences of empowering leadership on citizenship behavior: Organizational support climate as a double-edged sword. Journal of Management, 43(4), 1076-1102. http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.936.2512&rep=rep1&type=pdf