The Impact of Organisational Culture as panacea on Organisational Stability, Stability, Performance and Sustained Growth

Abstract

This paper looks at effective organisational culture as an essential managerial tool in enhancing image building, integrity (ethics), building HR confidence, growth, job performances, and organisational stability. The economic growth and development of an organisation invariably depends on the organisational culture, norms, custom, morals and belief, though, given less attention in our society today. Organisational culture is the underlying beliefs, assumptions, values and ways of interaction that contributes to the unique social and psychological environment of an organisation. Culture is considered the “glue” that holds an organisation/society together, and for others, the “compass” that provides direction. The desire to learning and knowing things around us, therefore, is a fundamental part of human existence. From birth, however, human development and knowledge acquisitions are a learning process through which we explore and come to terms with our environment, workplace, and we soon discover that we are not alone, and in the paradox of human existence both compete with others for scarce resources and cooperate to find and share them. Human beings have to be curious, competitive and cooperative; both as individuals and as social group; we ensure our survival either by attempts to dominate others by ways of imposing our cultures and traditions on them for one reason or the other for mutual benefit. In the same vein, human beings for millions of years ago have wanted to dominate others either for economic, political, religious, social, cultural, or selfish reasons, etc., the maintenance of our cultural norms and practices have taken a centre stage in our day-to-day activities. This paper therefore, is built on previous theoretical and empirical studies to determine the extent to which contextual factors and organisational culture impact on organisational harmony, HR team work, and productivity. The author concludes that  sound management of organisational cultural norms, beliefs, custom aids and sustain the growth and development of 21st century organisations.