Each organization has its own distinctive work culture. The work culture is a historical formation, a long term evolution. Work culture in an organization emerges from the revered formal and informal systems of the past. It is a combination of the collective history, the continuum of leadership, residual effects of events and crises, and the physical spread of the organization in the society. This results in traditions, routines, taboos, pride, prejudices, etc. that permeate in the organization. The cultural setting of the organization impacts the behaviour of its members.
The work climate results from the recent working of the organization. A climate reflects the quality of current leadership. An organizational climate is directly related to the leadership and management style of the leader, based on the values, attributes, skills, and actions, as well as the priorities of the leader. It is seen as the empathy the organization creates in its members, clients and collaborators. An individual or a short term leader cannot easily create or change the work culture because it is very deep rooted. Work culture influences the characteristics of the Work climate by its effect on the actions and thought processes of the leader. A leader can hope to mould the work culture by improvisation of the work climate.
Leadership and Management Style
Leadership in organization is seen in terms of the structure of authority and responsibility. Authority refers to the right or prerogative of requiring action over others, or simply a right to command, whereas, Responsibility means being prepared for the consequences of application of authority. A leader passes on a part of the authority to selected subordinates, and makes them responsible for their actions. By sharing the responsibility a leader strengthens the ultimate authority.
A leader establishes a rational link between the authority and responsibility. Leaders create a well-balanced structure of authority and responsibility within their organization through selective participation of subordinates. A logical and transparent relationship between authority and responsibility motivates other subordinates to belong to the process.
The structure of authority and responsibility develops over long period of time, and continues to evolve with every crisis, achievement and also from the consistency of work.
Members of the organization take on responsibilities with different concepts, as an assignment, as a perceived duty, as something to reimburse the favours or the compensations, as a share of power or prestige, or even as a compulsion. The responsibilities unless accompanied by adequate handout or recognition of the authority, causes unpredictable responses.