Volume 8, Issue 6, June – 2023 International Journal of Innovative Science and Research Technology

ISSN No:-2456-2165

Advancement of Organizational Effectiveness,

Efficiency Through Leadership, Cultural Change in
Policing, and Employee Behaviour
Dr. John Motsamai Modise
South African Police Service

Abstract:- This article sought to increase performance ways of living that produce a particular psychological and
through corporate culture at policing, leadership, and social environment that influence how individuals interact
employee behaviour. The first element focuses on how and behave generally are referred to as an organization's
well an organization performs in creating a high- culture, according to Alvesson (2012). The beliefs,
performance culture that fosters excellence, high experiences, expectations, and values of an organization
performance, and an environment of continuous eventually define its culture, which is something that
improvement. The second area of attention is on evolves over time.
leadership and how well an employer can influence and
persuade people to work with him as a team to Therefore, organizational culture influences the
accomplish a specific objective. Although each leader has behaviour of specific team members as well as how
an own leadership style, it cannot be inherited employees are portrayed in interactions, internal processes,
automatically. Every leader possesses particular traits and even self-image. According to Schein (2011), a
that manifest in various circumstances. The final portion successful organizational culture is defined by mutually
of the exam focused on the organizational culture of the accepted written and unwritten norms, conventions, beliefs,
Police, a unique type of law enforcement agency that and attitudes that serve the interests of all stakeholders in the
ensures both internal order and public safety. The police organization. According to Afsar and Umrani (2019),
simultaneously maintain the legal and structural security developing a suitable organizational culture—one that
of the economy as an armed law enforcement agency. encourages cross-departmental cooperation and the creation
Security is crucial for both profit-making and non-profit of functional teams to complete specific tasks—is necessary
enterprises, as well as for individuals and social to guarantee the optimum productivity of the workforce.
organizations. The final portion of organizational culture Employee motivation is also necessary for them to complete
focuses on aspects like values, norms, and cultural forms, their jobs well.
which are present in all organizational practices and
activities. In a 2015 study, Lăzăroiu found a correlation between
high employee motivation and a happy attitude at work. On
Keywords:- Leadership Style; Organisational Performance, the same vein, a positive outlook coupled with high levels of
Organizational Culture, Organizational Performance, motivation help employees nurture a healthy psychological
Police Culture. Police Performance. Employee Behaviour. climate, which in turn leads to a positive organizational
climate, one of the key components of the organizational
I. INTROCDUCTION culture. Over the years, a number of academics have
examined the idea of organizational culture and how it
The effectiveness of a company is highly influenced by affects both organizational performance and staff
both the underlying organizational culture and the productivity; nevertheless, the impact on particular measures
productivity of the workforce. A company's organizational of employee productivity has not yet been thoroughly
culture can be thought of as a collection of values, precepts, investigated.
assumptions, and communication patterns that develop
through time and enable the development of a particular Employee commitment, motivation, and leadership
functional psychological and social environment that effectiveness all affect workforce productivity.
supports the company's product offerings. To improve Undoubtedly, organizational culture has a considerable
organizational performance, organizational management impact on these productivity dimensions, which in turn
can, however, alter the organizational culture as required. In affects how well an organization performs as a whole.
accordance with this, Schein (2011) states that an Organizational leaders who do not comprehend employee
organization's organizational culture has the power to productivity run the danger of experiencing short-term
favourably or negatively influence the attitudes and performance declines and jeopardizing the implementation
behaviours of its personnel. This supports the requirement of functional initiatives intended to increase profit margins
for organizational leadership to ensure the adoption of a in the long run (Ramdhani, Ramdhani & Ainissyifa, 2017).
culture that encourages departmental collaboration and the Therefore, a topic that needs to be properly researched to
creation of synergy. The beliefs, values, presumptions, and understand how the culture may be used to increase

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Volume 8, Issue 6, June – 2023 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
organizational profitability is the relationship between courses tend to reinforce the cultural perception of how
organizational culture and employees' productivity in terms risky police work is. For the officer's protection, training in
of commitment, motivation, and leadership effectiveness. defensive strategies and the use of firearms is provided. It is
emphasized in interrogation and report writing classes that
These productivity dimensions are greatly impacted by one should always be wary of others. Criminal profile
organizational culture, which in turn influences how well an pictures can reinforce prejudices based on race or ethnicity.
organization performs overall. Organizational leaders who In practice courtroom testimony, it is emphasized how
do not comprehend employee productivity run the danger of important it is to be cautious around lawyers since they may
experiencing short-term performance declines and try to deceive the police officer and make him or her appear
jeopardizing the implementation of functional initiatives silly during the testimony. The para-military element of
intended to increase profit margins in the long run organizational management is highlighted by demands for
(Ramdhani, Ramdhani & Ainissyifa, 2017). Therefore, a things like discipline in the classroom, wearing uniforms,
topic that needs to be properly researched to understand how and behaviour.
the culture may be used to increase organizational
profitability is the relationship between organizational The fact that the police have extra authority that
culture and employees' productivity in terms of regular citizens do not has implications for various corporate
commitment, motivation, and leadership effectiveness. cultures. The powers of discretion and the use of coercive
action to accomplish goals authorized by law are those that
According to a study by Wei, Baiyin & Gary (2010), a raise the greatest red flags. The contradictory aspect of
bad organizational culture marked by a lack of creativity, policing is highlighted by Harrison (1998: 1), who writes,
motivation, and dedication is linked to a host of detrimental "When looking at the concept of organizational culture
effects, from lower employee morale to poorer among police one rapidly finds several paradoxes. The
organizational performance. This is especially true given literature is replete with tales of police misconduct brought
that organizational culture is used to experience the vision, on by cultural characteristics. Police aberrant behaviour is
systems, norms, values, and beliefs of the organization; as a sometimes attributed to "rank and file" unity. On the one
result, a weak organizational culture jeopardizes the leaders' hand, police are criticized for being aggressive, insensitive,
ability to enact useful rules and regulations to guide harsh, and frequently corrupt (Gibb & Ford 1997: 1). This
productivity. According to the study by Ostroff, Kinicki, and creates a dichotomy.
Muhammad (2012), organizational culture affects business
decisions as well as firm survival strategies. The ability of a company to continue providing high-
quality goods and services is essential to its long-term
In order to be considered qualified for the position at survival, but many businesses struggle to maintain a high-
hand, new employees in an organization are typically performance culture. The three main obstacles to
expected to integrate the organizational culture. From a maintaining this high performance in a company are
different angle, while organizational culture is something examined in this article. The "Four Cultures Model," which
that develops and becomes stronger through time, a lack of sheds some light on the fundamental inclinations of all
effective leadership abilities can cause the culture to become organizations, will also be explored along with the major
weaker and finally disappear. In essence, a strong elements of what makes up an organizational culture and,
organizational culture inspires workers to perform their more crucially, a high performance culture.
duties diligently in support of the company's objectives.
According to Schein (2011), who studied organizational The resistance to change in a culture increases with its
culture, the idea of organizational culture has evolved over strength. Contribution, ability to execute, and ongoing
time and is now linked to 21st-century concepts like learning are necessary for an organizational culture to
innovations, creativity, dynamism, and entrepreneurship. sustain its strength and adapt to changes in its environment.
A study showing non-high performers boosting net revenue
The police organization has also been under constant by just one percent over an 11-year period, compared to the
investigation, especially regarding the general phrase "police 756 percent rise for the firms recognized as having high-
culture," which refers to organizational norms, mores, rules, performing cultures, suggests that having a high
laws, biases, and prejudices that exist in every organization. performance culture has financial repercussions.
The culture of the police is neither static nor rigid. There are Additionally, the dynamics of going above and beyond
some key core elements that appear to be shared by all business excellence are highlighted, as well as the
police agencies, thus it is not an outright abuse of the laws, significance of creating a culture of business excellence. The
rules, or procedures. The selection, training, and acceptance ideals of teamwork, global thinking, and dynamic
of new recruits into the police ranks all frequently contribute leadership, with a specific focus on solutions, are what are
to the maintenance of the police culture (Caroll & Harrison, crucial throughout.
1998: 2, 3).
Also included is a concept for a sustained high
The majority of the instructors at police academies, performance culture that emphasizes five crucial success
according to Harrison (1998: 4), are also police officers. characteristics. It must be acknowledged that organizations
They frequently use "war stories" and examples while can only be regarded as high performing if the individuals
teaching new employees. Additionally, the majority of the who make up these organizations are successful. Any

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Volume 8, Issue 6, June – 2023 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
number of variables, including not only internal ones like something" is performance. Performance, according to
organizational culture, structures, processes, and leadership, Lebans & Euske (20060 is the amount and quality of tasks
but also external ones, can have an impact on performance. completed by people, groups, or organizations. The
High performance depends on internal systems being in definitions of organizational performance provided by
harmony with the larger system the company is a part of. Lebans & Euske (2006) are as follows:

II. THEORETICAL FRAME WORK  Performance is a collection of monetary and

nonmonetary metrics that reveal the extent to which
The study of police culture is guided by Akers' (2011) goals and outcomes are attained.
social structure social learning theory. Examining  Since performance is dynamic, judgment and
conforming and deviant behaviour makes use of interpretation are necessary.
Sutherland's (1947) differential association theory.  A casual model that shows how present activities may
Sutherland's differential association is not substituted by impact future results may be used to illustrate
Akers' idea; rather, it is reinforced. The social learning performance.
theory was originally known as differentia association-  The person conducting the organizational performance
reinforcement when it was developed by Akers and Burgess assessment may have a different understanding of
in 1979 (Akers, 2011). Dr. Akers (2006) suggested that his performance.
theory is "highly applicable" in describing police officers'  Understanding the components of the notion of
conforming behaviour related to police culture in a personal performance, which are specific to each area of
correspondence with him. responsibility, is important for its definition.
 The ability to quantify the outcomes is important in order
In the words of Akers and Jensen (2006), the theory to report an organization's performance level.
explains how the same learning process through social
interactions and structures results in both conforming and Simamora, (2004: 101) says that performance is an
deviant behaviour. The culmination of the learning process effective action, but the broad meaning still needs to be
in this situation is described by Westley (1953) as follows: clarified in a more specific context, such as in connection to
"He [the officer] begins to recognize emotionally that his the organization and its personnel. The idea of performance
interest lies with those of his fellow officers and he begins to in this case refers to the output of a worker, an output of a
differentiate himself from non-policemen by defining them management process, or the output of an organization as a
as enemies" (p. 160). The department's culture, traditions, whole, where the production must be supported by tangible
and policies have been fully incorporated into officers' social data and be quantifiable in relation to predefined standards.
learning of the police circle. According to two perspectives on performance, one can
conclude that performance is the result of a process.
Differential reinforcement, which refers to considering Organizational performance is what happens when the
the effects of group behaviour, is another term for social product is a direct outcome of the organization's efforts.
learning (Akers & Jensen, 2006). If an officer's behaviour Maintaining performance at a top level is the most
conforms to the group norms, they are allowed to stay; challenging assignment for organizational managers. This is
otherwise, they are expelled. Imitating or modelling an challenging to accomplish since organizational managers
officer's professional or admired behaviour is a common also need to be managed because they are an integral part of
way to practice acceptable behaviour. By seeing the words the organization they are developing rather than an outsider
and actions of other group members, the officer learns what (Simamora, 2004: 102).
behaviour is appropriate or inappropriate through continued
involvement in the group (Burgess & Akers, 1966). The  Performance of employees
focus of social learning theory is on criminally abnormal Employee performance, according to Mamik
behaviour. While there are some deviant behaviours in a (2010:88), is the outcome of the job completed by an
police culture, the focus of my research was on conforming employee while carrying out its duties in compliance with
behaviour, or the reasons why cops adhere to the positive the standards and criteria established for the work. In
features of the culture. agreement with Mangkunegara and Prabu (2000:67)
assertion that an employee's performance is determined by
III. IMPROVEMENT OF ORGANIZATIONAL the quality and amount of work he completes while
PERFORMANCE performing the obligations that have been assigned to him.
This leads to the conclusion that an employee's performance
As explained by Simons (2000:233–234), performance is defined by the quality and quantity of work that is
measurement systems help managers keep track of how completed in a certain time frame in accordance with the
corporate plans are being implemented by comparing actual assigned obligations.
results with strategic goals and objectives. The objective of a
business is obviously to serve customers as well as The ability factor, psychologically, the ability of the
maximize profits, whereas the objective of public employee consists of a potential capacity (IQ) above average
organizations is to serve the community as much as possible. (IQ 110–120), with adequate education for the position, and
Robbin and Judge (2013) asserts that the response to the skilled in working on the daily tasks, so it will be easier to
query "what are the results achieved by someone after doing achieve the expected performance, according to Mulyadi

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Volume 8, Issue 6, June – 2023 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
(2015:63). (2) Mental attitude is a factor that motivates  Performance indicators for organizations
workers to exert themselves to the fullest extent possible.
The mental attitude of an officer must be psychophysically It is essential to have metrics or indications that can be
prepared, which means that they must grasp the key goals utilized to judge an organization's success when monitoring
and the task that has to be accomplished as well as be performance. Nawawi (2013: 243) proposes a number of
physically and psychologically prepared. performance indicator types that are frequently used to
assess organizational performance, including input
Performance is fundamentally what employees are indicators, process indicators, output indicators, outcome
doing, claims Nurandini (2014:21). The following indicators, outcome indicators, benefits indicators, and
components make up general employee performance for the impact indicators. According to Dwiyanto (2006), there are
majority of jobs: (1) Working volume. The amount of work 5 indications that can be used to gauge how well the public
is how well the job can achieve its desired goal. Quality of bureaucracy is performing, including:
the work. The output of work within a specific time frame
determines the quality of the job. (3) Reliability. The  Productivity: The term "productivity" refers to a notion
capacity to complete assignments on time means being able that measures both the effectiveness of services and their
to solve difficulties accurately and correctly without level of efficiency. Input to output ratio is a common
depending on decisions made by superiors. (4) Presence. way to define productivity. Productivity measures how
Employee attendance is the degree to which they arrive on well an organization is doing at attaining its objectives,
time, observe a scheduled rest interval, and keep a record of or more specifically, how well it is doing at reaching its
their overall attendance. objectives.
 Service quality: As public organizations work to fulfill
 A culture of High Performance in Organizations their missions, this issue tends to take on more
To transform into high-performance systems, significance. Public unhappiness with the level of
businesses must create the kind of culture that will enable services provided by public institutions gives birth to a
them to successfully address strategic trends as well as draw lot of unfavourable opinions. Therefore, community
in and keep a workforce that is exceptionally skilled, satisfaction with services can be used as a gauge of how
engaged, and motivated (Kontoghiorghes, 2016). A well public organizations are performing.
growing, competitive organization could not have the  Responsiveness: Being responsive refers to an
perfect organizational culture, according to Handy's (2007) organization's capacity to identify community needs,
and Calciolari et al.'s (2018) categories. Organizations with create service agendas and goals, and create public
a high-performance corporate culture are entitled to the service initiatives in line with those needs and ambitions.
advantages of collaboration, flexibility, transparency, and The ability of public organizations to carry out their
creativity (Ali Taha et al., 2016). If the leaders model and mission and goals, especially to satisfy the demands of
promote high-performance culture, organizations can create the community, is directly described by the performance
an environment where varied talents can thrive. indicator of responsiveness. The misalignment of
services and community requirements suggests low
For a business to operate to its maximum capacity, a responsiveness. This blatantly demonstrates the
culture built on value-creating objectives is essential organization's failure to fulfill the mission and objectives
(Gilbert, 2007). If an organization is sincere about achieving of public organizations.
stability and high performance, it should carefully build its  Responsibilities: Explicate or assess whether operations
culture (Cravens, Oliver, Oishi, & Stewart, 2015). The carried out by public organizations in conformity with
literature of the present day offers numerous definitions of sound administrative practices or with organizational
high-performance organizational culture. According to regulations are implemented appropriately.
Kontoghiorghes (2016), a high-performance company  Accountability: The extent to which governmental
culture is one that encourages the ideals of honesty and policies and actions are subject to political
decency, taking calculated risks, excellent quality, and representatives chosen by the general public, or a metric
innovation. To create an excellent vision for the firm, a illustrating the degree to which service delivery complies
positive work culture must be maintained (Fusch & with external norms or values that are prevalent in
Gillespie, 2012). society or those of stakeholders.
High-performance work systems are an efficient way Gomes (2000) defined performance as a record of
to develop individuals inside a business, according to Fareed results resulting from the function of a certain task or
et al. (2016). With democratic team leadership, high- activity over a predefined period of time. The performance
performance organizational subcultures can develop in of public institutions, specifically the performance of the
homogeneous populations. Positive cultural foundations are Timor-Leste government ministries, is what this study is
created by collaboration between high-effort employees at focusing on. The results of the discussion showed that
management levels and all forms of effort behaviours among increased organizational citizenship behaviour (OCB) can
employees (Curry et al., 2018). increase worker productivity and job satisfaction, and that
improved job satisfaction can help employees perform
better. Organizational citizenship behaviour. Because job
happiness improves along with employee satisfaction, it can

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ISSN No:-2456-2165
also boost employee performance. Therefore, organizations frequently gauge their status, importance, and prestige
must improve OCB behaviour formation for their personnel based on how many employees they have reporting to
in order to attain high performance. OCB behaviour is them. However, in well-run businesses, significance is
defined as behaviour that goes above and beyond what is determined not by the number of employees who answer
required by the job description. to a manager but rather by the management's influence
over the productivity of the business;
 Culture's effects on performance  Both loosely and tightly organized at the same time.
The ability of organizational culture to improve These organizations are well-organized because each of
morale, productivity, and quality is one of its key their members is aware of and supports the corporate
advantages. Employees are more likely to be more principles. The organizations are held together by a
productive and quality conscious in an environment where strong glue created by their shared cultural heritage.
these values are prioritized. The following cultural values However, because they often have fewer employees,
were discovered, according to Moorhead & Griffin fewer staff members, and fewer rules and regulations,
(1995:451), who examined highly successful American the organizations are loosely structured. All of this
organizations leading to successful management practices: promotes creativity and risk-taking.

 Action-oriented bias. In these businesses, managers are In conclusion, the importance of culture for
expected to make judgments even when all the organizations indicates that management and organizational
information is not yet accessible. In these institutions, leaders must leave the office and engage with the workforce.
delaying decisions is the same as never making them. It should be noted that successful businesses are obsessed
Organizations with cultural values that favour action with the consumer, typically favouring quality,
typically outperform those without such ones. dependability, or service, as well as innovation. Finally,
 Keep an eye on the client. Businesses that place a high leaders will improve if they adopt a philosophy and live it,
value on their consumers will perform better than those one that incorporates all members of the organization in the
who don't. Superior performance results from putting the success of the business as a whole.
consumer first, attending to their requirements, and
indulging them when appropriate. A marketing manual IV. POLICE CULTURE
does not serve as the foundation for customer retention;
 Instead customer satisfaction lies at the core of the We place a great deal of reliance on the
organisation culture. Entrepreneurship and institutionalized authority of the public police because they
independence. Successful businesses combat the are thought to be essential to maintaining social order. In
bureaucracy and lack of innovation typically found in fact, only the police are permitted to use coercive force
huge organizations. Typically, a firm is divided into against the general populace. Given the distinctive and
smaller, easier to manage divisions, and inside these occasionally dangerous nature of the law enforcement
smaller business segments, independent, innovative, and profession, pressures from the workplace and officers'
even risk-taking behaviour is encouraged. These perceptions of their responsibilities can have violent or, in
behaviours are "stuff of organizational legends," not just the case of recent events (such as those involving Sammy
encouraged; Yatim in Toronto, Michael Brown in Ferguson, Walter Scott
 Productivity facilitated by others. Successful businesses in Charleston, Freddie Gray in Baltimore, etc.), even fatal
understand that their most valuable assets are their repercussions. As a result, it's crucial that we comprehend
employees and management, and that the goal of the the industry in which police work.
business is to enable their success. The concept that
treating people with respect and dignity is not only Police researchers created the phrase "police culture"
appropriate but also necessary for success underlies the to describe this. This singular, all-inclusive word is
organization's underlying value of commitment to supposed to cover a variety of cultural characteristics that
people, which is not just something that is stated on are all connected to the intricate web of beliefs and ideals
plaques or published in company magazines; that underpins the police profession's normative social order.
 Direct management. Senior management should remain Reiner (1985) described the fundamental components of
informed of the company's core operations. The notion police culture, which include an inflated masculinity, a
that managers should manage not from behind the closed propensity for excitement, a pessimistic viewpoint, constant
doors of their offices but rather by "wandering around" distrust of others, isolation, and strong camaraderie with
the plant, the design facility, and the research and fellow officers.
development department reflects a strongly ingrained
cultural norm; Police culture can be characterized as "the widely
 Focus on your knitting. These organizations don't believe shared attitudes, values, and norms that serve to manage
in diversification and don't acquire into or run businesses strains created by the nature of police work and the punitive
in unrelated sectors; instead, they focus on their core practices of police management and supervision," according
competencies, or what they do well; to Paoline (2004: 204). Culture is defined as "the collection
 Lean Staff, Simple Form. Successful organizations often of ingrained and traditional modes of feeling, thinking, and
have a minimal number of administrative levels and a acting that are typical of the ways a particular society
small number of corporate staff members. Managers addresses its issues at a particular time." After evaluating

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many cultural definitions, Kroeber and Kluckhohn group (Fine & Kleinman, 1979: 18). By 1960, the term "sub-
concluded that: culture" was frequently used to refer to both groups
exhibiting abnormal behaviour as well as cultural variances
Kroeber & Kluckhohn (1952: 157) "culture is a within specific segments of society. In any civilization, there
product; it is historical; it includes ideas, patterns, and are a variety of groups that might come together to form a
values; it is selective; it is learned; it is based upon symbols; subculture and can be distinguished, for instance, by
and it is an abstraction from behaviour and the products of language or religion; some of these groups may remain for
behaviour." generations, while others may be based on migration or
occupation. A subculture, in the words of Jenks (Jenks, et al.
In their analyses, both society and the individual were 2006: 10), is a manner of defining and honouring the unique
taken into account: "Culture is part, though only part, of the specification and demarcation of distinct or different
personality" (Kroeber & Kluckhohn, 1952: 114). Therefore, interests of a group of people within a wider collectively.
every unique personality contributes to the culture of a
certain civilization. Nevertheless, their comprehension of  Workplace culture in the police
culture was criticized. For instance, Weiss (1973: 1377) Depending on the research and theoretical stances used
asserted that because every definition offered is incomplete, to analyze the topic, various definitions of police
every perspective of culture must also be incomplete. occupational culture have been put forth. The ambiguity of
the police role and public view of law enforcement (Westley
According to Kroeber and Kluckhohn (1952: 181), 1970: 7) as well as socioeconomic issues (Reiner, 2010:
there isn't a complete theory of culture; rather, it is only an 138) exacerbate organizational culture complexity. Police
idea that has to be developed into a testable theory. 'Culture' occupational culture has been defined as a shared set of
is a notion that is frequently used to define societies, values and beliefs inside an organization that operates at a
including those of nations, ethnic and regional groups, and variety of levels.
even societies that exist outside of nations. Any human
group, including organizations, families, professions age The "deeply embedded, unconscious, basic
groups, and genders, can also use it. In his conclusion, assumptions" that characterize cultures in their abstracted
Hofstede stated that "culture is to a human collectively what form are in addition to the tangible manifestations of culture
personality is to an individual" (2011: 10). In actuality, (Schein, 2004: 25). In the literature on police culture,
culture sets one group apart from another and aids in Schein's definition of organizational culture is frequently
recognizing "otherness" (Lewellen, 2002: 50). cited (Cockroft, 2013: 5). It is maintained that it applies to
policing in particular (Chan, 1997: 68). A culture is:
In keeping with Green's theory, people often
participate in a variety of demographic groups organized A set of fundamental presumptions that a group has
according to "sex, age, class, occupation, region, religion, created, discovered, or developed in order to deal with its
and ethnic group" rather than the entire cultural complex. issues with external adaptation and internal integration and
Building on Green's reasoning, Gordon (1994: 40) suggested which have proven to be effective enough to be taught to
using the term "sub-culture" to describe divides within a new members as the proper way to perceive, think, and feel
national culture. A person, in Gordon's opinion, should have (Schein 1985:9).
a "sub-cultural personality" and be able to participate in
multiple subcultures. According to some critics (Wootten and Brown, 2000:
6; Tajel and Turner, 2001), the workplace culture of police
Additionally, he offered theories regarding simple maintains the dominant group's interactional style and
ways to recognize members of a specific subculture and practices by establishing the regulations that officers must
recommended speech patterns as the most illuminating ones. comply by. This functions as a "protective armour" (Reiner,
Language has long been recognized as a way of enabling 2000: 92), a defense against external adversaries
complicated social behaviour or as a genuine component of (Goldsmith, 1990: 313), which further strengthens and
a "subjective culture." Before turning to the concept of sub- preserves culture. It also fosters a sense of solidarity that is
cultures, Jenks (2004: 428) in his more general discussion frequently heightened by a perceived lack of managerial,
on culture identified two perspectives, namely what people judicial, and political support (Chan, 2007:147).
say and think and what they actually do or what is done to
people. He preferred a model where sub-culture is a sub-set The dominant culture is believed to endure due to its
of a given dominant culture in a society. Jenks (2004), argue "elective affinity... psychological fit, with the demands of
that "a subculture is a way of defining and honouring the rank and file cop condition" (Reiner 2016: 87). To help
particular specification and demarcation of special or officers deal with risk and uncharted territory, broad cultural
different interests of a group of people within a larger modifications have been made (Crank 1998: 91–94). These
collectivity." are frequently discussed in terms of the use of force and
danger, which could have an impact on how officers view
As defined by Gordon (1947: 40), subcultures are agendas for change and reform. The risk, conflict, and
divisions within national cultures. By constantly changing hostility with outsiders that results in solidarity symbolize
their identification with this group, prospective members of the underlying tensions of the police position (Van Maanen,
a subculture are encouraged to embrace its traits and join the 1974). Officer requirements and organizational culture are

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ISSN No:-2456-2165
"loosely coupled" so that officers' activities can be separated reform agendas are received and articulated, as this research
from organizational objectives. This fosters resilience in the will further explore.
face of reform and cultural resistance to change (Crank,
1998: 8–9). The reality of police work "is out there" Typologies make these cultural behaviours easier to
(Manning, 1978: 77), contending with mass bureaucracy and comprehend. These seek to define observed behaviour,
individualism (Crank, 1998: 233). These are well-known create theories to explain it, and forecast future events
topics that influence reform agendas because occupational (Cockroft, 2014: 7). In order to give the world meaning and
culture is resistant to change. control, Westley (1970: 76) outlines the method through
which police typologies of the populace are disseminated
Much of the early studies examined the cognitive and and maintained. He describes how shared experiences and
behavioural commonalities amongst officers. According to stories abstract bigotry, and how this abstraction of the
Skolnick's analysis of the police working personality alleged public that the police are supposed to serve as the
(Skolnick, 1966), officers' socialized behaviours contribute interpreter of reality. The level of abstraction rises as more
to the occupational culture. While acknowledging that not and more accounts add to the alleged weight of the public
all officers perfectly fit into this model, the idea of a evidence, which in turn fosters police camaraderie and
working personality underlines specific cognitive processes understanding while educating less seasoned officers.
that occur in policing and are an important and strong aspect According to Reiner (2010: 133–134), the majority of earlier
of the occupational experience. These, according to research into police constable typologies—the level on
Skolnick, are authority and danger combined with constant which the majority of research in this field is concentrated—
pressure to perform, which leads to social isolation and produces four related categories: "peacekeepers," "law
solidarity (Skolnick 1966: 42–44). enforcers," "alienated cynics," and "managerial
professionals." Peacekeepers prioritize the upholding and
Skolnick's emphasis on efficiency in terms of making preservation of social order through the policing functions,
arrests and upholding order serves as a framework for later favouring discretion above the rigid execution of the law.
studies (see Reiner 2010: 119). Later, it will be discussed Law enforcement officials prioritize fighting crime over
how the pressure to perform and how it affects officers providing services, choosing to apprehend criminals as
depending on their working personalities and occupational actual policing.
cultures.
Cynics who have lost faith in law enforcement and
The potential of culture to lead officers in ways that are coasting are considered alienated, whereas managerial
not technically permitted and to go around legal and professionals are trying to advance and adopt the language
regulatory frameworks has significant repercussions for and style of those further up the organizational ladder. This
policing. The law gives discretion, and officers may go includes adjusting to managerialist and business-like
beyond their legal authority to obtain the desired result, demands in the case of top managers (Reiner 2010: 134).
according to research that was conducted early on (Skolnick Insofar as they arguably fall short of capturing some of the
1966, p. 90). Before taking into account officers going diversity and occupational experiences of officers, the police
above and beyond policy and procedure, the discretion culture literature also points out certain flaws with such
provided by the legislation itself (or "delegated" in typologies and sub-cultural approaches.
Skolnick's language from 1966: 90) has enormous
ramifications for those it affects. Along with this, the  Understanding police culture
hierarchical structure of the police organization places Police ideals, beliefs, and norms are collectively
operational discretion with the lowest ranks (Wilson, 1968: referred to as the police culture in most contexts. The
7; Fielding 1988: 120). Due to this feature, previous scholars 'cognitive lenses' through which police officers view
investigating a variety of civil libertarian issues, including individuals, circumstances, and events were initially
malpractice and criminal control, became interested in identified by Skolnick (1966), one of the first scholars to do
occupational culture (see Reiner, 2010: 116). so. According to Holdaway (1983: 2), police culture can be
compared to a "reservoir of knowledge about police work"
It has been criticized that those who contest the role of from which different personal preferences and specialties
occupational culture in racial prejudice and discrimination can be derived. The fundamental demands, recurring issues,
fail to take into account how officers "construct and present and distinctive experiences of the police mandate serve as
their interpretations... and act on that foundation" (O'Neill, the foundation for, form, and adapt cultural knowledge,
2005: 197). Examining the broader context that shapes the including central and peripheral traits (Cockcroft 2014).
culture is helpful to understand the resiliency of ingrained
traits (Loftus, 2010: 16), including taking into account the Officers' perspectives on their social environment and
role of internal conflict (Reuss-Ianni, 1983: 121–126), methods for approaching their profession are significantly
presentational tactics used by senior management, and influenced by police culture. Existing research on drugs
discourses of police leadership. These mentioned policing reveals that police perceptions of their core roles as
characteristics and traits of police culture and organizations law enforcement and processing criminals through the
have significant reform-related ramifications. These criminal justice system have been ingrained in a "tough on
organizational divides and relationships, as well as how they drugs" mentality for decades (Wood 2016). The conviction
react to reform agendas, have a substantial impact on how that law enforcement can and should prohibit drug use is

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essential in the police network of cultural values, claims. organizations actively participate in "developing,
Drug users, particularly those who struggle with addiction, reinforcing, resisting or transforming cultural knowledge
have long been labelled "police property" a term used to and institutionalized practice" within the structural
designate those marginalized groups "over whom the police framework of policing (p. 225). 'Cultural knowledge' is
successfully exert superior power" (Loftus 2009). Negative compared by Chan to Bourdieu's idea of 'habitus'. The
stereotypes of drug users, a lack of knowledge and external social, political, and economic milieu in which
understanding of drug use, harm reduction, and pathways to policing is placed are referred to as "structural conditions" or
recovery, and a lack of trust in social services and treatment the "field" in Bourdieusian language.
are additional obstacles to changing how the police view and
react to drug use (Spooner et al. 2004). In a different study influenced by Pichonnaz (2021)
contends that socialization before enlisting in the police can
In fact, studies on current patterns in drug enforcement, account for differences in police culture. Studying individual
where alternatives to criminalization and harm reduction officers is consequently essential to a dynamic, highly
strategies have been used, show that cultural change is both textured explanation of police culture and the inner
possible and taking place. There is widespread support from workings of police organizations. Individual officers'
police forces in Australia, for instance, where all states and dispositions, personal narratives, social identities, and ways
territories have accepted diversion as an alternative to in which they use their repertoire of cultural resources are all
enforcement during the past 20 years. However, "cultural studied. Understanding changes in police culture and
resistance and beliefs that diversion is a "soft choice" can practice also requires looking at how officer attitudes and
and do remain" (Hughes et al. 2019: 50). In the USA, some orientations have changed over time (Charman, 2017). This
officers support Law Enforcement Assisted Diversion is where I contend that principles from life-course
(LEAD) programs because they see it as a tool to assist criminology and desistance research can be used to acquire
those in need, while others consider it to be outside the additional insights. The idea of 'turning points' is particularly
purview of their duties because it lets drug offenders "off the helpful for explaining changes in police attitudes and
hook" and encourages addiction (Collins et al. 2015). behaviours.

According to Kammersgaard (2019), the introduction Turning moments involve a significant occurrence,
of drug consumption rooms in Copenhagen and the learning opportunity, or epiphany that alters the course of a
subsequent partial decriminalization of drug possession person's journey (Schinkel, 2019). Turning points can
allowed for a change in the logic of policing, allowing drug emerge from spectacular events that cause quick changes in
users to be more easily perceived as citizens with rights some people, while they can also be the consequence of
rather than just criminals. However, this new and distinct more gradual variables that build up over time and
body of scholarship does not analyze police culture eventually culminate in a "aha" moment that causes long-
specifically. The writers don't unravel the conceptual lasting behavioral change (Denzin, 1989). Employment,
baggage or offer a thorough examination of why, how, and marriage, and parenting are examples of frequent turning
how much cultural change has occurred. By putting police points mentioned in the literature on desistance. Giordano et
culture at the forefront of a discussion of new approaches to al.'s (2002) theory of cognitive transformation is also
drug policing, I hope to close this knowledge gap. The large relevant, particularly the comparable idea of 'hooks for
sea of writing on police culture can theoretically be change', possibilities offered by the larger environment that
challenging to explore. My research builds on earlier studies are taken by actors who are 'open to change' to create new
that advance the idea by using organizational theory and the identities.
sociology of culture to capture the nuance of the cultural
knowledge that police officers use to navigate the Giordano et al.'s theory, according to them, "may have
complexities and ambiguities of their professional some general utility, to the extent that it provides more
responsibilities (Chan 1997). specificity about mechanisms of change," as stated in
Giordano et al. (2002: 1004). My objective is to pinpoint the
Following Campeau (2015), police culture is viewed tipping points that cause police personnel to become less
here as a set of ‘resources' that officers use to make sense of inclined to prosecute drug users. Examining individual
their experiences and harness for action, as opposed to trajectories and common patterns of change using the
taking a reductionist approach that seeks to isolate cultural concept of turning points might be beneficial. To fully
traits, identify typologies of policing styles, or a mishmash comprehend the continuity and change in police culture,
of (sub)cultures. A similar insightful definition of culture is further tools in the conceptual toolkit are required.
offered by Herbert (1998: 346), who describes it as "a grab-
bag of assorted schemas, tools, and frames, which are Herbert (1998) advances the idea of "normative order,"
reflexively adapted by active agents to new and uncertain which he describes as "a set of generalized rules and
scenarios." The socioeconomic class known as "the police" common practices oriented around a common value" (p.
is diverse. Police officers each have their own personalities, 347), to analyze the complexity of culture and the reflexivity
distinctive traits, and orientations derived from their prior of cultural actors. He contends that six normative orders—
experiences. Chan (1997: 74), utilizing Bourdieu's social law, bureaucratic control, adventure/machismo, safety,
theory, centers her interactive model of the development of competence, and morality—fundamentally shape the social
police practice on police actors. Chan contends that police reality of the police. Each of these orders offers instructions

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and reasons for officers' actions. This method is Organizations with a high-performance corporate
advantageous because it helps us to comprehend change for culture are entitled to the advantages of collaboration,
both an organization and certain officials. The proportion of flexibility, transparency, and creativity (Ali Taha et al.,
normative orders in a police force's rules, tactics, and 2016). If the leaders model and promote high-performance
strategies may change. To define situations and choose their culture, organizations can create an environment where
response, people might alter which orders they mobilize. varied talents can thrive. For an organization to operate to its
The ability to account for coherence and conflict is another maximum capacity, a culture built on value-creating
advantage of Herbert's analytical framework. objectives is essential (Gilbert, 2007). If an organization is
sincere about achieving stability and high performance, it
Understandings of internal differentiation and the should carefully build its culture (Cravens, Oliver, Oishi, &
mobilization of cultural resources in police organizations are Stewart, 2015). The literature of the present day offers
improved by Campeau's (2019) explanation of cultural numerous definitions of high-performance organizational
inertia in the context of changing demographics and policy culture. A high-performance company culture, according to
reforms. It is believed that lines of division mirror Kontoghiorghes (2016), is one that promotes the values of
generational boundaries. The words "old-school" and "new honesty and decency, taking prudent risks, exceptional
generation" are used to describe the cultural scripts that quality, and innovation. Positive workplace culture must be
officers embraced, even though these differences were upheld in order to build an ideal vision for the company
frequently reflected in age and rank. In accordance with (Fusch & Gillespie, 2012).
Campeau (2019: 72), high-ranking old-school officers
maintain the status quo by balancing cultural scripts and High-performance work systems are an efficient way
institutional mythologies, these myths are "common to develop individuals inside a business, according to Fareed
understandings of social reality that possess an intrinsic et al. (2016). With democratic team leadership, high-
quality of "truth" about them." They are frequently performance organizational subcultures can develop in
employed as justifications for actions, and if homogeneous populations. Positive cultural foundations are
institutionalized in daily routines, they acquire a position created by collaboration between high-effort employees at
similar to that of rules in social cognition and behaviour. management levels and all forms of effort behaviours among
Her research shows that the old-school mentality's hold on employees (Curry et al., 2018). The ability of various
power is becoming more unstable as the prevailing myths companies to function effectively depends on their ability to
become less credible in the eyes of the younger generation. respect and support distinct cultures, which are integrated
into the organizational structure (Nelson, 2014). It is
V. INSTILLING A HIGH PERFORMANCE important to consider how the high-performance
CULTURE organizational culture affects the company's operations.
Positive communication and collaboration within an
The surroundings, goals, belief system, and work organization can be facilitated by its culture (O'Neill and
environment all influence the high performance culture. Salas (2018) talked about how high-performing teamwork
Employees with a strong organizational culture are like- affects organizational norms, procedures, and behaviours
minded and hold similar opinions and ethical values, while that support such performance. As essential components for
those with a weak organizational culture are unlike-minded success, they notably mentioned trust, psychological safety,
and hold different ideas and ethical values. As a result, firms and a welcoming environment for taking calculated risks.
can only succeed if their organizational culture and job
performance system are in line with one another (Robbins & In the closed social environment, the pursuit of
Judge, 2012). excellence within the commercial organization fosters good
reciprocity. For both their nearby and farther-off
The general method of doing things in an organization communities, large MNCs have a substantial social
is known as its culture. It specifically has to do with obligation (Kim & Thapa, 2018). In a study of 350 office
connections and patterns of conduct. An organization's workers from three distinct companies, Kim, Kim, Han,
culture changes with time. It is made by the employees of Jackson, and Ployhart (2017) found a definite link between
the company, including its managers and labour. A dynamic employee behaviour and a company's attitude to social
culture is fundamentally created by what the organization responsibility. By fostering the worth, dignity, and growth
stands for its values and the aspirations that it aims to realize of individuals, communities, organizations, institutions,
its vision. A "high performance culture" is one in which cultures, or societies, corporate leaders can significantly
everyone in the organization is committed to the same goals impact the civic atmosphere. Young professionals should be
and values the contributions of others. Organizations must encouraged to innovate, be creative, and have a hunger for
create the kind of culture that will enable them to knowledge as a result of corporate leadership's demands for
successfully address strategic trends while also luring and excellence.
keeping a highly skilled, motivated, and devoted workforce
if they are to become high-performance systems
(Kontoghiorghes, 2016). The ideal sort of organizational
culture that meets all the requirements of a developing,
competitive firm may not be included in the classifications
of Handy (2007)).

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VI. LEADERSHIP In order to implement the necessary actions, executives
must understand the elements that have an impact on an
The term "leadership" in this article refers to one or organization's performance. Transformative leadership and
more senior police officers who are regarded as using transactional leadership have been compared in recent
various forms of power to persuade those around them to studies on leadership. The role of organizational leadership
adopt a particular course of action in order to further the extends beyond management to include making sure that
goals and missions of the organization (Allio 2015). everyone in the organization is working toward the same
According to Ali and Hadi (2012) and Drucker (1974), goals. According to the study, organizational leaders who
leadership is crucial to the success of a company's strategies can motivate, direct, and enhance support are preferred by
for achieving strategic goals like profitability, expansion, police officers (Tojari, et al., 2011). This leadership style is
and future positioning. Leadership, especially leadership more transformational. However, transactional leadership
styles and decision-making styles, has an impact on style is crucial for policing organizations as per Merhrabani
organizational performance during strategy implementation, and Mahamad (2011), transformational leadership style
according to research by Muhammad, Su and Saqib (2017). shows a positive impact on organizational performance in
the private sector (Tojari, et al., 2011). Transactional
One of the elements that can significantly advance or leadership style is preferred in the public sector.
hinder an individual's interest in and dedication to the
organization is their leadership style (Obiwuru et al., 2011). Similar to several academics, organizational culture
According to Ahn et al. (2004), leadership is crucial to the serves as the binding agent that maintains the group together
expansion and improvement of any organization. The and fosters members' sense of loyalty and commitment
rationale is that organizational leaders take full initiative, (Alvesson, 2012). According to some theories (Conger and
and the decisions they make can have a significant impact Kanungo, 1987), leaders can influence organizational
on performance (Avolio et al., 2003). Organizational performance by establishing new sets of agreed values, as
culture, according to Steyrer et al. (2008) and Avolio and well as help construct, shape, and maintain a desirable
Bass (2004), has an effect on organizational leadership style organizational culture. Leaders play a significant part in the
as well. Schimmoeller (2010) and others contend that an development of organizational culture. Leaders develop and
organization's existence depends on its leaders' instil the values, assumptions, and ideas that they feel are
responsiveness and adaptability in choosing a leadership essential and beneficial for the organization (Schein, 1990).
style by comprehending the circumstance and the emotions Leaders are the ones who define and impart culture.
of its members, which is influenced by organizational
culture Schimmoeller (2010), and Acar (2012) are some Leadership and organizational culture are interwoven,
examples. according to Schein (1992). He uses the relationship
between leadership and culture in the framework of the
As a result, it is crucial for a leader to understand organizational life cycle to demonstrate this interconnection.
which leadership style is best for each type of organization Regarding the general consensus regarding the connections
in order to enhance organizational performance and develop between organizational culture and leadership, Bass and
a work environment that will increase member satisfaction Avolio (1993) and Schein (1992) both make the case that
and organizational performance (Schein, 2010). Due to the these two ideas are related through an ongoing process in
majority of studies concentrating on the private sector, there which the leader shapes the culture and is subsequently
are very few studies on organizational leadership from an shaped by it. The character and structure of organizational
operational perspective. culture act as a mediating factor in the relationship between
leadership style and organizational performance. According
Success is greatly influenced by leadership, and culture to Schimmoeller (2010), the ability of an organization's
plays a mediating function between different leadership leaders to be responsive and adaptable in choosing a
philosophies and organizational success. Finding the leadership style by comprehending the circumstances and
personality traits that distinguished successful leaders was the emotions of its members is crucial to the organization's
the focus of leadership research that are typically survival (Schmmoeller, 2010).
categorized as "trait" studies (Argyris, 1955). However, a
study by Campbell and Kodz (2011) suggests that since As noted by Robbins (2010:263), there are a number of
standard performance indicators in the police are impacted indicators on transformational leadership style: Kharisma is
by numerous confounding factors, correlating leadership one. The capacity to compel others to endorse and actively
with organizational success is particularly difficult for the advocate a vision is known as charisma, which is viewed as
police. Consequently, Casey and Mitchell (2007), argue that a combination of charm and physical appeal. The
police must comprehend and function well in a complex charismatic leader is the one that instils motivation via
social, political, and organizational environment. The emotional identification with his or her vision, philosophies,
demand for successful police leadership is higher than ever and leadership style. (2) Motivating others. Motivating
because leadership is one of the most significant indicators others by communicating the future of an idealistic
of whether organizations can perform effectively in dynamic organization is an example of a passionate leader. Symbols
contexts (Peterson et al., 2009). As a result, good police or verbal communication are used by leaders to uplift the
leadership is more crucial than ever (Meaklim and Sims, spirits of their followers. In order to persuade his
2011). subordinates to share the same vision, leaders encourage

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them to understand the significance of the organizational behaviours of its personnel. This supports the requirement
vision and mission. This shared vision encouraged for organizational leadership to ensure the adoption of a
subordinates to strive proactively toward reaching long-term culture that encourages departmental collaboration and the
objectives. In order for leaders to increase both team spirit creation of synergy. The beliefs, experiences, expectations,
and individual spirit. (3) Stimulation of the mind. and values of an organization eventually define its culture,
Intellectual stimulation refers to the ability of the boss to which is something that evolves over time.
inspire staff to approach difficulties in novel ways. Leaders
work to draw attention to and raise awareness of the issues Therefore, organizational culture influences the
at hand. After that, leadership works to give followers the behaviour of specific team members as well as how
skills they need to tackle issues from fresh angles. (4) employees are portrayed in interactions, internal processes,
Individual focus. Individual attention demonstrates that the and even self-image. According to Schein (2011), a
leadership always pays attention to its staff, treating each successful organizational culture is defined by mutually
person differently, and providing individual training and accepted written and unwritten norms, conventions, beliefs,
advice. Employees are invited to observe others' talents by and attitudes that serve the interests of all stakeholders in the
the leader. Employers put emphasis on improving organization. Employee commitment, motivation, and
employees' strengths. leadership effectiveness all affect workforce productivity.
Undoubtedly, organizational culture has a considerable
In order to promote employee happiness and impact on these productivity dimensions, which in turn
organizational success, leaders of organizations are affects how well an organization performs as a whole.
accountable for fostering a positive workplace culture Organizational leaders who do not comprehend employee
(Schein, 2010). Before choosing a certain style of productivity run the danger of experiencing short-term
leadership, leaders must also take into account a number of performance declines and jeopardizing the implementation
critical aspects, such as an employee's circumstances, of functional initiatives intended to increase profit margins
beliefs, values, and assumptions, all of which are influenced in the long run (Ramdhani, Ramdhani & Ainissyifa, 2017).
by the organization's culture (Alvesson, 2012). Therefore, a topic that needs to be properly researched to
understand how the culture may be used to increase
VII. POLICING ORGANIZATIONAL CULTURE organizational profitability is the relationship between
organizational culture and employees' productivity in terms
The effectiveness of a company is highly influenced by of commitment, motivation, and leadership effectiveness.
both the underlying organizational culture and the
productivity of the workforce. A company's organizational Productivity among employees refers to how
culture can be thought of as a collection of values, precepts, effectively a worker completes a specific activity. Lăzăroiu
assumptions, and communication patterns that develop (2015) expands on this concept by stating that the amount of
through time and enable the development of a particular goods and services delivered in a given amount of time may
functional psychological and social environment that also be used to measure an employee's productivity.
supports the company's product offerings. To improve Increased productivity denotes a rise in the volume of goods
organizational performance, organizational management and services produced in a given amount of time without a
can, however, alter the organizational culture as required. corresponding drop in quality. According to Becker et al.
(2018), among other things, investing in cutting-edge
Organizational culture was defined by Deal and technology might help raise staff productivity because they
Kennedy (1982) as the way things are done within speed up the completion of particular activities and boost
organizations, differentiating them based on feedback rapid total production.
feedback implies a fast response and risks the degree of
uncertainty in their operations. They utilized the following Work procedures, leadership style, organizational
traits to differentiate between four organizational culture climate, and organizational values are the four primary
classifications: components, according to Naranjo-Valencia, Jiménez-
Jiménez, and Sanz-Valle (2011). Despite being intangible,
 the 'tough-guy macho' culture, which is characterized by organizational values have an impact on all parties involved
prompt feedback, large incentives, and stress; in the organization. According to Zheng et al. (2011), a
 the 'work hard, play hard' mentality, which involves few company cannot create a strong culture unless it has clear
risks and prompt feedback; values that guide all organizational decisions. An individual
 the "bet your company" mentality, which encourages can be held responsible and accountable for their behaviour
risky choices and requires several years for results to by virtue of the organizational values. According to a study
show; by Zheng, Yang, and McLean (2011), a bad organizational
 the "process" culture, which receives little to no culture marked by a lack of creativity, motivation, and
feedback and uses few bureaucratic procedures but dedication is linked to a host of detrimental effects, from
yields reliable outcomes. lower employee morale to poorer organizational
performance. This is especially true given that
In accordance with this, Schein (2011) states that an organizational culture is used to experience the vision,
organization's organizational culture has the power to systems, norms, values, and beliefs of the organization; as a
favourably or negatively influence the attitudes and result, a weak organizational culture jeopardizes the leaders'

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ability to enact useful rules and regulations to guide The norms, values, beliefs, and rules that direct
productivity. According to the study by Ostroff, Kinicki, and management and employees on how an organization should
Muhammad (2012), organizational culture affects business operate and how employees should behave are understood
decisions as well as firm survival strategies. by the researcher to be a part of the organizational culture
(Schein, 2010, Marin 2004). While some new members will
In order to be considered qualified for the position at learn more about organizational culture from older
hand, new employees in an organization are typically employees who have worked for the company for a while,
expected to integrate the organizational culture. From a new hires learn about organizational culture through
different angle, while organizational culture is something induction training. All new hires should be given an
that develops and becomes stronger through time, a lack of introduction to organizational culture, claim Shahzad,
effective leadership abilities can cause the culture to become Luqman, Khan, and Shabir (2012:15), as doing so will assist
weaker and finally disappear. In essence, a strong them get to know the company and how things work. An
organizational culture inspires workers to perform their organization is an open structure in which two or more
duties diligently in support of the company's objectives. people collaborate to achieve a common objective.
According to Schein (2011), who studied organizational
culture, the idea of organizational culture has evolved over According to Antal and Gébler (2006), employees
time and is now linked to 21st-century concepts like operate in a macro- and microenvironment, and changes to
innovations, creativity, dynamism, and entrepreneurship. one or both of these settings have an impact on the
organization's operations. When environmental alterations
The attitudes and behaviours of workers are shaped do not result in permanent or unmanageable changes to the
and guided by culture, which acts as a significant control organization's operations, the organization's environment is
mechanism. In today's company, culture seems to play a in good working order. In other words, the organization may
bigger part in shaping employee behaviour. According to undertake effective crisis management efforts.
Schein (2010), culture is a dynamic phenomenon that
impacts behaviour and is generated through social Organizational culture has a big impact on how a
interactions. It is coercive and influences people in many company runs and how its employees work together to
different ways. According to a summary provided by complete everyday tasks. Numerous researchers have
Kroeber and Kluckhohn in 1952, "culture is a product; it is connected strong organizational cultures to high labour
historical; it includes ideas, patterns, and values; it is productivity overall; however, the impact on particular
selective; it is learned; it is based upon symbols; and it is an productivity characteristics has not yet been established.
abstraction from behaviour and the products of behaviour" Organizational culture, according to Harvey & Brown
(Kroeber & Kluckhohn, 1952: 157). The performance of an (1996: 162), encompasses the members' language, dress, and
organization and the happiness of its personnel are behaviour patterns as well as their value system, emotions,
significantly influenced by its cultures (Gutierrez, Candela, attitudes, interactions, and group norms. Additionally,
and Carver, 2012). Koble, Rubin, and Osland (1995:354) define organizational
culture as "a pattern of basic assumptions that a given group
The performance of an organization and the happiness has invented, discovered, or developed in learning to cope
of its personnel are significantly influenced by its cultures with its problems of external adaptation and internal
(Gutierrez, Candela, and Carver, 2012). Organizational integration, - that have worked well enough to be considered
culture is described by Colquitt, Lepine, and Wesson valid, and therefore to be taught to new members as the
(2011:518) as the shared social knowledge within an correct way to perceive, think, and feel in relation to those
organization about the laws, customs, and principles that problems". Organizational culture is essentially a unifying
direct the attitudes and conduct of its personnel. This factor with tangible and intangible components that helps
description aids in shedding light on a variety of employees identify with the company's aims and develop
organizational culture characteristics. First, organizational their identity (Berde et al., 2004). Since management theory
culture is what gives individuals of the organization their is a young topic, it is not yet possible to make broad
social knowledge. The most crucial facets of organizational generalizations about it.
culture are communicated to employees by their co-workers.
Employees are informed about the organization's rules, When a company's complete management style and the
norms, and values via the organizational culture. Third, by traditions of corporate life within a particular enterprise
establishing a system of employee control, organizational were established in the 1980s, organizational culture came
culture molds and encourages specific employee behaviours. into focus as a subject of inquiry. This idea has undergone
Organizational culture is a dependable set of beliefs, images, extensive analysis to see how the various cultural
traditions, and narratives. It includes the assumptions and backgrounds of the community's members affect the
beliefs that the staff members have (Dennis and Mishra, organization as a whole. To put it another way, is it really
1995). Under the surface, the components of culture have a required to establish a uniform organizational culture when,
significant impact on how people behave (Deal and in the case of large firms, the identity of a particular
Kennedy, 1982; Denison and Mishra, 1995). organization can be seen through the rigorous dress code
and regular company meetings.

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The results of the study indicate that big businesses et al., 2005), and in terms of productivity, flexibility, or
always try to establish a unified culture. The findings also customer satisfaction (Chang and Huang, 2010). Operational
imply that establishing a corporate culture takes at least ten and financial performance are two independent but related
years, and that management of the company frequently notions that can be used to measure organizational
oversees the operation via and with the assistance of performance, according to Overstreet et al. (2013). Financial
ongoing organizational culture development. The integrated performance comprises, among other things, profitability
pattern of human behaviour that encompasses thought, and monetary indicators like return on investment, return on
speech, action, and artefacts and depends on a person's sales, and operating ratios. Operational performance refers
ability to learn and pass on knowledge to following to the company's capacity to efficiently and effectively
generations can thus be described as organizational culture provide services to the client. This study concentrated on
(Emerson 1989: 3). If the norms are universally accepted operational organizations, which differ greatly from the
and the content is positive, then this definition is acceptable. private sector in terms of performance.
The people that make up the organizational group are in
charge of determining and changing the norms, and they are Finally, Hansen and Wernerfelt (1989:206) and Schein
also the ones who control them. According to Janijevi (1990:206) point out that organizational culture can affect
(2011:72), organizational culture is a shared set of how individuals determine their own goals and those of their
presumptions, values, norms, and attitudes that are employers, carry out their jobs, and manage their resources
expressed through symbols. Members of an organization to attain those goals. Organizational culture has an impact
develop and adopt these cultural norms through shared on how individuals consciously and unconsciously reason,
experience, which aids in their understanding of the world make choices, and ultimately perceive, feel, and behave.
and how to behave in it. Hence Organizational culture, According to Mobley (2005:12), an organization's culture
according to Robbins, Judge, Odendaal, and Roodt can be defined as the collective attitudes of all of its
(2009:427), serves as the social glue that holds the members toward all facets of business activity.
organization together by establishing reasonable
expectations for employee behaviour. As a result, organizational culture encompasses all of
the fundamental principles, convictions, and presumptions
Therefore, the entirety of an organization's shared that encourage loyalty and motivation among workers. The
ideals and standards, as well as its unspoken code of researcher holds that organizational culture exists within the
conduct, are reflected in the behaviour, perspective, and organization, whether it is positive or negative, and that it
responses of its constituent members (Bakacsi, 2006). The also has a significant impact on how the organization runs.
organization's culture's outward manifestations and Employees rely on their own experiences as the company
establishes a corporate identity and promotes strategic expands and changes, and the emerging culture reflects both
objectives through a sense of belonging: the collective group experience and the aspects of the
founders' ideals that appeared to hold true in reality. Another
 It lowers the expense of investing in human resources; crucial consideration when relating leadership and
 It influences how the organization's members behave, organizational culture is the degree of employee adherence
which encourages the production of high-quality work; to the organization's values. According to Waldman and
 Partners can tell when employees are happy, reflecting Yammarino (1999), the homogeneity or heterogeneity of
the distinctiveness and character of the business; organizational culture depends on how well the leaders'
 It necessitates the management's abilities and statements on culture are received.
competencies being regularly developed through regular
training programs;  Organizational Culture Dimensions
 Changes can be managed more easily and smoothly in
this way. Van de Post (1997:67), suggest that organizational
culture's components serve to understand the subtle factors
The values, beliefs, and attitudes created by that shape employee behaviour. They are displayed on a
organizational culture increase employees' commitment to scale ranging from low to high:
the strategy and goals. It is a strategy that has the potential
to boost a company's productivity and give it a competitive  Individual initiative: The degree of responsibility,
edge. Organizational culture indicates whether there is trust freedom, and independence that individuals have;
in a business, whether employees are given the chance to  Risk tolerance: The degree to which employees are
contribute and share their ideas, and whether there is encouraged to be aggressive, innovative, and risk
effective communication when issues arise. The ability to seeking;
create such an atmosphere and recognize internal  Direction: The degree to which to which the
requirements before attending to external ones is a major organisation creates clear objectives and performance
leadership responsibility (Bass, Avolio, 1993). expectations;
 Integration: The degree to which units within the
Organizational studies have defined organizational organisation are encouraged to operate in a coordinated
performance in a variety of ways, including in terms of manner;
making a profit (Cummings and Worsley, 2005), acquiring
resources and organizational performance (Kontoghiorghes

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 Management support: The degree to which managers components—staff, abilities, style, and shared values—are
provide clear communication, assistance, and support to the so-called "soft components," all connected to human
their subordinates; resources, but they are less tangible. The corporate culture is
 Control: The number of rules and regulations, and the made up of the soft dimensions taken collectively. The
amount of direct supervision that is used to oversee and development of the organizational culture is only possible in
control employee behaviour; tandem with the hard component growth.
 Identity: The degree to which members identify with the
organisation as a whole rather than with their particular The police organization has also been under constant
work groups or field of professional expertise; investigation, especially regarding the general phrase "police
 Reward system: The degree to which reward allocations culture," which refers to organizational norms, mores, rules,
(that is, salary increases, promotions) are based on laws, biases, and prejudices that exist in every organization.
employee performance criteria in contrast to seniority, The culture of the police is neither static nor rigid. There are
favouritism, and so on; some key core elements that appear to be shared by all
 Conflict tolerance: The degree to which employees are police agencies, thus it is not an outright abuse of the laws,
encouraged to air conflicts and criticisms openly; rules, or procedures. The selection, training, and acceptance
 Communication patterns. The degree to which of new recruits into the police ranks all frequently contribute
organisational communications are restricted to the to the maintenance of the police culture (Harrison 1998: 2,
formal hierarchy of authority. 3).

Organizational culture can originate from a variety of The majority of the instructors at police academies,
places, but is most often influenced by the founding according to Harrison (1998: 4), are also police officers.
members' ideologies (Martnez-Caas & Ruiz-Palomino, They frequently use "war stories" and examples while
2014). According to Uddin, Luva, and Hossian (2013), the teaching new employees. Additionally, the majority of the
learning experiences of group members as well as the fresh courses tend to reinforce the cultural perception of how
viewpoints and presumptions of new employees and risky police work is. For the officer's protection, training in
managers are also sources of organizational culture. At an defensive strategies and the use of firearms is provided. It is
early stage of the organization, founders have the chance to emphasized in interrogation and report writing classes that
announce the strategy and direction of the company. one should always be wary of others. Criminal profile
According to Andish, Yousefipour, Shahsavaripour, and pictures can reinforce prejudices based on race or ethnicity.
Ghorbanipour (2013), founders have a big influence on how In practice courtroom testimony, it is emphasized how
an organization runs. important it is to be cautious around lawyers since they may
try to deceive the police officer and make him or her appear
 Interrelations between the Organization and its silly during the testimony. The para-military element of
Organizational Culture organizational management is highlighted by demands for
Numerous elements, particularly the organizational things like discipline in the classroom, wearing uniforms,
culture and its constituent parts, have an impact on an and behaviour.
organization's ability to perform its work effectively. The
organizational culture's position inside the management The fact that the police have extra authority that
system is demonstrated by McKinsey's 7S model regular citizens do not has implications for various corporate
(Barakonyi, 2002). The following are the seven fundamental cultures. The powers of discretion and the use of coercive
dimensions of management, as seen in the above figure: action to accomplish goals authorized by law are those that
raise the greatest red flags. The contradictory aspect of
 Shared values: the rules and norms accepted by the policing is highlighted by Harrison (1998: 1), who writes,
employees. It is the duty of everyone to keep to the rules "When looking at the concept of organizational culture
among police one rapidly finds several paradoxes. The
and bylaws of the organization.
literature is replete with tales of police misconduct brought
 Staff: all the employees of the organization.
on by cultural characteristics. Police aberrant behaviour is
 Skills: the professional competences and performance of
sometimes attributed to "rank and file" unity. On the one
the organization as a whole and those of its employees. hand, police are criticized for being aggressive, insensitive,
 Style: the behaviour of the management. harsh, and frequently corrupt (Gibb & Ford 1997: 1). This
 Systems: the frameworks of operative and development creates a dichotomy. The police, on the other hand, are
activities within the organization. criticized by the media for being ineffective and falling short
 Organization (Structure): the organizational scheme of of the public's expectations. It is a truth that police
the distribution of work, including the regulations related departments receive criticism for either carrying out their
to authorizations and responsibilities. duties too strictly or too loosely.

The goal of strategy is to get a competitive advantage The distinctions between "management" and "street
by enhancing the organization's market standing. It cop" cultures, as well as those within groups, within ranks,
comprises the organization's mission and objectives and and between departments, must be understood (Reuss-Ianni
gives direction for the future. These dimensions comprise & Ianni 1983: 227). According to Greene (Harrison 1998:
the observable, so-called "hard" components, such as the 3), the institutional relationships between values, culture,
systems, organization, and structure. The remaining four

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and corporate strategy can be seen as being illustrated by  Police have a propensity to distance themselves from
current trends in policing toward the discovery and past acquaintances, the community, the judicial system,
dissemination of explicit organizational values. and even spouses and families. Due to their worldview
and certain distinctive characteristics of the police
A continuing battle for value clarity within police milieu, namely danger, authority, and efficiency, police
departments may be seen in the conflict between the tactical impose social isolation upon themselves as a means of
culture of police organizations and the internalized protection against real and perceived dangers, loss of
management culture of police organizations. Additionally, it personal and professional autonomy, and social
might be argued that contemporary initiatives to help police rejection;
agencies transition from "traditional" to "problem-oriented"  The constant threat of violence and police officers'
policing are specifically addressing policing's internal overall suspicion of everyone in an effort to be on the
values. As previously indicated, the work environment lookout for any potential violence further contribute to
frequently consists of citizen engagement, a threat of harm, alienation. In contrast to the annual average of 67 in the
and coercive authority. Officers within the company must USA, the murder of police officers in South Africa
deal with unpredictable superiors and ambiguous job duties. reached extraordinarily high proportions in the 1990s,
According to Paoline's (2003) argument, there are two when more than 200 police officers were typically killed
qualities that define police culture: (Conradie, 2002: 161. The fewest murders since 1990
happened in 2001, when 163 people were killed (Bruce
 Police culture views policing as a walled off society that 2002). The situation is further complicated by the fact
resists communication with people or anyone outside of that a US Federal Bureau of Investigation (FBI) study
the enforcement profession due to perceived threat; discovered that officials killed while performing their
 Most police officers think that the public is either duties seem to be "good natured and conservative in the
unwilling to aid them with their work or would be use of physical force" in comparison to their peers in
useless if they did. Additionally, because officers have similarly hazardous situations (Schmalleger 2003: 234;
the power to coerce civilians into conformity when  Police officers are obligated to uphold the "puritanical
necessary, the coercive authority granted to them further morality"-based laws that underpin political philosophy
distances the profession from the general population. and policy. Hypocrisy on a personal, social, and political
The public becomes hostile and critical due to this level reinforces beliefs that those who are "non-police"
amount of power; cannot possibly understand the issues with policing.
 This two-way cynicism between residents and police has Racial segregation, for instance, was imposed in South
erected a barrier between them and fostered an us- Africa while there was a false impression of a
versus-them mentality; democratic society there. However, police officers had to
 As a result, officers are cut off from society (Woody, deal with injustice, anti-democratic reality, and
2005 adds that social isolation makes officers paranoid violations of human rights every day;
and assume that threats are present even when they are  When cops feel alienated, they tend to view legal
not); systems as unhelpful and unsupportive. Courts are
 This feature, along with the position ambiguity we thought to be indifferent to "the reality of the street" and
already addressed, causes them to approach their tolerating of crime. This could lead to some police
employment with an aggressive and crime-fighting mind officers wanting to rebel against the law and break it;
set (Woody, 2005).  The police also have an unofficial moral subculture,
which includes sayings like "Protect your ass - don't trust
Regarding group loyalty, it is well known that officers' anyone," "Don't trust the new guy until you have him
experiences with stress are significantly influenced by their checked out," and "Don't trust bosses to look out for your
work environments. The culture of the police has also interests" (see Harrison 1998: 5). This is similar to prison
changed to offer comfort from management. As officers subcultures and "prisonization" (Schmalleger 2003: 227,
believe in devotion to the culture notwithstanding any 533; Houston 1999: 86).
problematic behaviour by officers, the culture provides as a
sense of protection or group loyalty by peers (Paoline, 2003; Although democratic police officers are expected to be
Paoline, Myers, & Worden, 2000). When police are excellent public servants, Kleinig (1996) draws the
honoured, it is typically for a mistake they have made. In conclusion that they frequently feel cut off from the people
order to avoid detection, police prefer to adopt a "cover- they are supposed to be serving. In addition to the social
your-ass attitude" (Paoline, 2004: 207). Police culture has awkwardness that many police officers suffer, there is also
encouraged them to look the other way and avoid the expectation that friendships will have to be put on the
managerial sight, as opposed to turning to supervisors to back burner in favour of the needs of law enforcement. As a
deal with problem personnel. This secrecy makes it result, police officers frequently distance themselves from
impossible to identify and address any corruption or other the population they serve by socializing only with other
misbehaviour (Paoline et al., 2000). members of their own group. When discussing their
profession, police officers frequently find that social
The following distinct cognitive biases are frequently gatherings become forums for advice and criticism. Even an
linked to alienation in police cultures (Harrison 1998: 4-6): individual officer may be held accountable for the mistakes

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made by another officer working in a different department One of the six values that Hofstede uncovered when he
or organization. re-examined some of the data with an eye toward the person
level was "professionalism" (Hofstede, et al., 1993). When
A police officer is expected to maintain a social life his team looked into a Danish corporation, they discovered
outside of the police force. Some groups within the three distinct subcultures, one of which was also a
community disagree with that. As a result, the police officer "professional culture," that were similar to those Jones had
withdraws into the secure atmosphere of his or her law previously identified (Hofstede, 1998). Due to the primary
enforcement peers and clubs and accepts the backing of a acquisition of both values via socialization in home and
"police culture". It is important to recognize that while such school and practices through acquisition in schools and
support may be beneficial, this "culture" also has workplaces, Hofstede put occupational culture in the middle
unfavourable and corrupting elements. Police who of the national and organizational levels. People "decide"
frequently distance themselves from their communities on whether they have a stronger affinity for their occupation or
an organizational level, becoming haughty and preoccupied the company they work for depending on the nature of their
with upholding the institution for the institution's sake job and the type of occupation, including time spent in
(Harrison 1998:1). According to a study of a state police school, an apprenticeship, or university, which all shape the
force in Australia, drinking at work or after work is a occupational identity (Hofstede et al., 1990: 312).
common practice, suggesting that there is a working culture
that accepts drinking (McNeill 1993: 38). According to Similar to this, Van Maanen (1978b: 35–36)
Davey, Obst, and Sheehan (2000: 69), acceptability of understood "occupation" as something that might be
alcohol use is a powerful predictor of both the risk of professionalized, completely unrelated to the discussion of
alcohol dependence and the unfavourable effects of drinking professionalization and profession. The occupational
at work. viewpoint was later utilized to examine organizations and
their culture by Van Maanen and Barley (1982: 3-7),
Organizational cultures, in essence, are the total of focusing on the fact that both societies and organizations
many property rights systems brought about by various have occupational stratification. According to them,
transaction costs (Jones, 1983: 456-457). Jones suggested "occupational communities," or groups of people that work
that team members would attempt to actualize their rights in the same industry and have developed their own unique
and enact obligations, which would lead to the emergence of work cultures, are more important to people than
norms and values. According to Jones (1983: 458), he organizational culture. 'Work identities' that may conflict
regarded this as the articulation of several sets of property with the culture of other organizational groups, like
rights leading to various cultures. In fact, Jones (1983: 461- management or production, emerge in this type of
464) recognized three ideal-typical cultures: the occupational culture. However, socialization processes and
manufacturing, bureaucratic, and professional cultures. This perhaps the methods used during this phase will shape the
would be relevant later on. occupational group's common ideals.

 Workplace Culture As a result, organizational culture within the police

However, there are also assertions that police culture is would be similar to that of other organizations in that it
an organizational culture. Traditionally, police culture was would focus more on cultural practices than deeply
considered as an occupational culture that formed around ingrained paradigmatic culture principles (Ouchi & Wilkins,
certain jobs and work conditions. One of the three ideal- 1985: 479). However, Hofstede (2001: 394) placed
typical cultures present within organizations, according to occupational culture, which is covered in the third portion of
Jones (1983: 461–464), is the professional or occupational this chapter, between national and organizational culture
culture. The factor P3, "parochial versus professional," was within the socialization process. He believed there was more
one of the six organizational culture dimensions identified room for the development of values at the level of
by Hofstede et al. (1990), and it suggests that people who occupational culture than at the level of organizational
belong to "professional cultures" have different attitudes and culture. Examining the culture that police officers adopt is
expectations of their jobs than people who belong to important with an eye toward police organizations; this is a
"parochial cultures." major theme of the chapter that follows on police culture.

This suggests that while members of "professional  Organizational Culture's Purposes

cultures" get their identity largely from their profession, Ott (1989:68) noted four cultural functions, which are
other employees identify themselves first and foremost with detailed here. First, it offers common patterns of cognitive
their company parochial culture (Hofstede, 2001: 414). interpretations so that members of the organization are
Thus, those in the so-called traditional professions are not aware of how they should behave and think. To help
the only ones who use the term "professional culture." members understand what they should value and how they
'Parochial versus professional' should be viewed as a should feel, it also offers common patterns of affect, an
difference between internal and exterior frames of reference, emotional sense of connection, and adherence to
much as 'local versus cosmopolitan' in sociology. For organizational ideals and moral rules. Thirdly, it establishes
instance, 'parochial' cultures are frequently linked with boundaries that allow members and outsiders to be
Japanese businesses, where workers identify more with the distinguished. Finally, culture functions as a system of
company than with their line of work (Hofstede, 2001: 399).

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organizational control, dictating and forbidding particular  The Impact of Organizational Culture on Employee
behaviours. Behaviour

As explained by Schein (1992:50–84), organizational According to Smit & Cronje (1997:446), managers are
culture serves three purposes. First and foremost, it aids in concerned about the beliefs, conventions, and values of
resolving issues with the organization's survival and subordinates since the content of culture (both visible and
environment-related adaptation. Any system must be able to invisible components) determines the direction of behaviour.
maintain a coping cycle in response to a changing Therefore, an organization's culture can either be an asset or
environment, and these external adaption challenges define a problem. If it facilitates collaboration and productivity,
this cycle. The issues with external adaption include: facilitates organizational decision-making and control, and
eases communication, it is a benefit. Since these
 Mission and strategy: establishing a common achievements are achieved with fewer resources than would
understanding of the fundamental goal, main objective, otherwise be attainable, the end consequence is enhanced
and visible and latent functions; productivity. When significant common beliefs and values
 Goals: development of consensus on the means to be conflict with the needs of the organization and its clients,
used to attain the goals such as organisation structure, culture turns into a liability. Because cultural material has an
division of labour, reward system and authority system; impact on behaviour, the person or group:
 Measurement: creation of a consensus on the standards
to assess how effectively the group is performing in  You might not wish to act as the circumstance requires;
achieving its objectives, such as the information and  Could not grasp how to act in an effective manner;
control system;  Due to a lack of cultural awareness, they might not be
 Correction: creation of a consensus over the best able to conduct correctly.
corrective or reparative techniques to employ if
objectives are being reached. The individual or organization achieves its goals more
successfully and productively the more closely actual
In the second situation, culture helps an organization to behaviour resembles required behaviour. Organizational
solve an issue with the integration of its internal processes to performance is hampered if actual organizational behaviour
assure the organization's ability to survive and adapt. The patterns do not advance the organization's goals. (Smit and
group must address the following internal problems: Cronje, 1997:446-7).

 Common terminology and conceptual categories:  Strong and Weak Organizational Culture
Participants must be able to communicate and Employees that work for an organization with a strong
comprehend one another. A group is by definition culture have the same opinions of it and act in accordance
impossible if they can't. with its principles (Flamholtz & Randle, 2011). Because
 Group boundaries and inclusion and exclusion standards: culture engages and inspires people, organizational
A crucial aspect of culture is the general agreement on managers demonstrate a strong organizational culture to
the standards used to decide who belongs in a group and affect employees' work attitudes and performance
who doesn't. (Simoneaux & Stroud, 2014). The beliefs and objectives of
 Status and power: Each organization must establish its the organization are shared by all individuals in a strong
pecking order as well as the standards and guidelines by organizational culture, and new hires quickly take on these
which someone gains, holds onto, and loses authority. To values (Kotter & Heskett, 1992).
assist members in controlling their sentiments of
aggressiveness, consensus in this area is essential. Every The effects of corporate culture on performance were
organization must establish its own rules of the game for discussed by Denison in 1990. According to quantitative
peer relationships, interactions between the sexes, and research (Han, 2012), organizational culture and
how openness and intimacy are to be managed in the performance are positively correlated. The findings of a case
context of managing the organisation's tasks. These rules study research project further demonstrate the importance of
should cover intimacy, friendship, and love. a strong organizational culture for performance (Pinho,
 Rewards and penalties: Every organization needs to be Rodrigues, & Dibb, 2014).
aware of the heroic and immoral behaviours that are
rewarded and penalized. Literature from the past and the present has
 Ideology and religion: incomprehensible events must be demonstrated that corporate culture and performance are
given meaning in order for members of an organization positively correlated. For instance, Flamholtz and Randle
to respond to them and prevent anxiety associated with (2012) confirmed that the organizational culture affects
dealing with the uncontrollable and incomprehensible. business operations, staff productivity, and overall business
success. Strong organizational culture, according to Sharma
Finally, culture does more than just address issues from and Good (2013), is a crucial element in boosting an
within and beyond. Additionally, it performs the organization's financial performance and profitability. A
fundamental purpose of easing the anxiety that people strong and healthy organizational culture is a component
experience when they are exposed to cognitive ambiguity or that can help improve organizational performance,
overload. according to Nwibere (2013).

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Raza et al. (2014), argue that an organization's strong management and staff working together effectively (Miguel,
organizational culture plays a significant role in 2015). According to Schein (2010), when people work in a
coordinating its current and future directions. The favourable environment, they may be more motivated and
profitability and productivity of a company may be impacted perform better.
by management with a weak or inefficient organizational
culture, though (Shahzad et al., 2012). Employees struggle  Excellence in Organization
to identify the organization's principles and to choose the To advance a vision of excellence, it is crucial to
appropriate method for carrying out organizational maintain a positive workplace culture (Fusch & Gillespie,
operations when there is a weak organizational culture 2012). Business excellence, according to Bolboli and Reiche
(Childress, 2013). (2013), is essential to every organization's success.
Organizational culture and business excellence both have
According to Schein (2010), management in similar traits. Effective organizational culture is a key
organizations with weak organizational cultures lacks open component of business excellence since it is a reflection of
and regular communication. Because of poor organizational excellence (Brown, 2013).
communication and a lack of consistent leadership direction,
employees in organizations with weak organizational Peters and Waterman (1982) identified eight qualities
cultures act in ways that are inconsistent with the priorities of excellent cultures in the organization after a thorough
of the organization (Flamholtz & Randle, 2011). Because of investigation of 46 high-performing companies in the United
the varied values and views held by the organization's States, including quick decision-making and problem-
members, when the organizational culture is weak, the solving, autonomy and entrepreneurship in leadership, and
management's priorities may be compromised (Eaton & productivity through people (Abusa & Gibson, 2013). An
Kilby, 2015). excellent culture also has motivated personnel and
management that is committed to its core values. Peters and
Managers may build and uphold a strong cultural Waterman (1982) outlined characteristics that distinguish
foundation within an organization with a strong higher - and lower-performing organizations. The great
organizational culture (Simoneaux & Stroud, 2014). organizational culture qualities are used by organizational
Establishing the organizational members' working cultures managers to boost output and profitability (Childress, 2013).
and creating a set of guidelines and business practices are all These qualities are crucial for preserving the organization's
part of the foundation work (Flamholtz & Randle, 2011). effective organizational culture and commitment to business
Customers and other stakeholders distinguish their performance.
organization from other organizations' cultures using the
work trends and culture of the organization's members (Cian VIII. ACTIVITIES OF ORGANIZATIONAL
& Cervai, 2014). Customers and other stakeholders may CITIZEN EMPLOYEES
view and use company culture as a defining characteristic in
differentiating between good and bad organizations Recognizing OCB (Organizational Citizenship
(Childress, 2013). Behaviour). Organizational citizenship behaviour is defined
by Organ (1988:31) as personal actions that are voluntary,
Strong organizational cultures are used by managers to unrelated to a pay structure, and capable of enhancing an
replace formal rules and regulations in the workplace organization's efficiency. In order for the technical core to
(Denison, 1990). According to Schein (2010), building a set function, Borman and Motowidlo (1993) develop contextual
of norms and trends inside an organization mostly entails behaviour to support both the behaviour’s core and the
establishing a clear line of communication between expanding organizational, social, and psychological
employees and managers. The communication channel can environments. Beyond its technological core, this concept
be used by managers to foster open communication and a describes behaviors that promote the organizational
spirit of cooperation and teamwork among staff (Cao, Huo, environment rather than the terms voluntary or reward.
Li, & Zhao, 2015). Organizational Citizenship, according to Organ et al.,
(1988), behaviour is a behaviour that develops from a
To preserve an effective organizational culture and person's sense of belonging to the organization in which
boost performance inside the company, loyal and engaged they are positioned and from his or her sense of fulfilment
employees are crucial. For instance, Pinho et al. (2014) when he or she goes above and beyond what the
found that employees' sense of ownership may dramatically organization expects.
boost output and performance within the company.
Employees who feel ownership and responsibility for their The definition of OCB was proposed by Podsakoff et
work are more likely to carry it out without needing constant al. (2009) using two different approaches, including, among
direction and control (Denison, 1990). others: First, OCB is defined as an additional role
performance that is distinct from role performance or
Managers of organizations can use their time to focus performance that is created in accordance with job tasks or
on other organizational priorities. According to Jofreh and job requirements. Second, OCB is the perception of
Masoumi (2013), organizational culture serves as a individuals within the organization for the fulfillment of
motivating tool to encourage performance within the covenant relationships and psychological burdens. This
organization. A productive workplace may result from perception is the impact of an individual's belief in success.

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Chahal and Mehta (2010), state that OCB may be used to interests of the company or institution over one's own
define staff behaviour in a workplace that is straightforward interests is referred to as the fourth aspect of organizational
and contributes to the role of one's expectations in the loyalty. This is done because one feels a sense of belonging
capability of staff in the organization. to the company or institution and wants to see it succeed.
The awareness that comes from within an employee or team
Fitri (2013) Occupation-related behaviour (OCB) to be enthusiastic and devoted to working beyond the
involves a variety of behaviours, such as being helpful to maximum performance than envisaged constitutes the fifth
others, offering to complete extra work, and adhering to dimension of individual initiative.
workplace policies. These actions are examples of prosocial
behaviour, or helpful, constructive, and positive social Sixth, the social quality dimension, which refers to a
behaviour, which is what is meant when we talk about staff member's or employee's ability to take constructive
"employee added value." According to research by Van responsibility for forging bonds with other staff members in
Scotter et al. (2000), contextual performance—which a pleasant environment for the advancement of the business
supports the social and psychological setting in which one's or institution. The seventh dimension is self-development,
task can be carried out well—can be thought of as a which refers to employees' or staff members' participation in
synonym for object-centered behaviour (OCB). Pursuant to company or institutional activities in order to enhance their
the aforementioned definitions, organizational citizenship skills and expertise in order to carry out an activity or
behaviour is: (1) voluntary behaviour. is not compelled to program that will benefit the organization or company.
act in ways that put the interests of the organization first; (2)
individual behaviour is a kind of satisfaction based on Organizational Citizenship Behaviour (OCB) is
performance, not formally ordered; and (3) there is no overt divided into three sub-variables by Davenport & Prusak
connection to the formal reward system. (1998), namely: First, this sub-variable of compliance
(obedience) indicates the readiness of staff or employees to
 Organizational Citizenship Behaviour (OCB) Reasons accept and comply with organizational norms and
One approach to organizational behaviour motives procedures using indicators such as b) obeying the rules and
comes from the research of McClelland (1976) and c) Consistently carrying out one's duties as an employee.
colleagues. Organizational behaviour deviates from human Second, the loyalty sub-variable. This sub-variable measures
behaviour in a particular group due to the influence of the how willing staff members are to put their personal interests
organization on persons or vice versa by humans on the ahead of the advancement and continuity of the company or
organization (Kadir, 2006). McClelland asserts that there are institution. Its indicators include: a) making work easier; b)
three categories of human motivation: boosting morale; c) recognizing colleagues' efforts; and d)
offering encouragement and rewards. e) Putting together a
 The desire for success, which motivates people to strive team to handle issues f) Being approachable Third,
for greatness and seeks success in tasks, opportunities, or participation (sub-variable participation). This sub-variable
competitions; represents a person's readiness to actively contribute to the
 The affiliation motive, which promotes the development, development of all facets of life inside an organization. In
maintenance, and enhancement of interpersonal this regard, the intended participation consists of: a) social
relationships; participation, which is connected to employee or staff
 The need for power motivates people to seek out status involvement in organizational affairs and in organizational
and circumstances in which they can exert influence over social activities; b) advocacy participation, which is
the work or behaviour of others. connected to employee or staff willingness to support and
develop the organization; and c) functional participation,
 Organizational Citizenship Behaviour Indicators which is connected to employee or staff contributions that
Organ (1988) divided organizational citizenship go above and beyond the required.
behaviour (OCB) into seven dimensions, which are as
follows: the first dimension is helpful behaviour, which The following indicators were created for this study
refers to the behaviour of helping co-workers without based on the five organizational citizenship behaviour
feeling burdened or obligated and preventing problems from measuring characteristics proposed by Podsakoff and
occurring related to the work at hand. The second aspect of MacKenzie (2006):
compliance obedience to the organization is the behaviour or
acts taken by employees or staff in accordance with the  The following are examples of helping co-worker
institution's policies and procedures that go above and behaviour:
beyond what is required of them. Employees or staff who
can consciously internalize corporate policies will be able to  Ready to offer voluntary assistance to co-workers in
adhere to them even when they are being watched. completing duties.
 Happy to assist clients and visitors without being asked.
The third aspect of sportsmanship is the refusal to  I’m happy to assist those whose workloads are heavy.
protest or complain about workplace discomfort, the ability
to maintain a positive outlook in the face of unfulfilled
personal desires, and the willingness to allow someone to act
for the benefit of the group. The attitude of prioritizing the

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Volume 8, Issue 6, June – 2023 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
 Consciousness is the behaviour of adhering to work rules understanding, ensuring adequate knowledge, and
and procedures. facilitating effective interaction.

 In order to be prepared to start working when the X. SUMMARY

workday begins, employees frequently arrive at the
office early. An analysis of the literature on leadership,
 Employees seldom ever talk to one another outside of organizational culture, organizational performance,
work. leadership and performance, organizational culture and
 Regardless of the time of year, traffic conditions, or performance, and leadership and employee commitment was
other challenges, employees consistently arrive on time. presented in this article. Every single person in the
organization must cooperate with a variety of principles and
 Sportsmanship: Willingness to put up with without ideas. If so, does the employee internalize the culture of the
complaining company to determine whether he or she is up to par with it
or not. After all, the culture of the company has a significant
 Rarely do workers complain about unimportant issues. impact on how well employees perform and how productive
 When something goes wrong, employees never focus on they are.
criticizing my errors; instead, they seek to improve the
task. There has been a significant surge in research into the
 Employees hardly ever exaggerate issues that arise at relationship between organizational culture and
work. performance. In this study, organizational culture has been
found to be a mediating factor. The most significant
 Participation in organizational activities Civic virtue. contribution of culture to our understanding of organizations
seems to be a tool for explanation and description. Some
 Employees are constantly informed about changes in the authors contend that leadership style influences performance
workplace. that specific cultures are associated with higher levels of
 Important meetings at work are attended to and performance, and that culture and leadership are
successfully completed by the staff: interconnected, albeit the precise nature and manner of
 The workplace's improved departmental cohesion is interaction between these three ideas is not entirely known.
organized in part by the employees.
Every company, whether it is a public or private one,
IX. RECOMMENDATIONS aspires to perform at a high level. Organizational
performance, in general, refers to all of the work completed
Whatever approach is finally chosen, an organization by an organization in accordance with its objectives.
must accept the inevitable changes in organizational culture. Because every performance is influenced by circumstances
Additionally, managers need to be aware of the positive and outside of it, performance is dynamic. Performance is what
negative effects demographics and diversity have on a team. it is because these other factors, especially OCB, hold it. In
A high-performance team takes time to develop. Any essence, an employee's performance fluctuates, being good
manager would do well to: or bad at different periods. This has an impact on the
effectiveness of the business. The success of task
 Promote team cohesion by designing tasks that rely on performance rewards organizational citizenship behaviour
collaboration with other team members. (OCB), which is a significant individual contribution that
 Ensure that the team has the authority necessary to goes above and beyond the requirements of the function in
perform the duties assigned to them. the workplace. This OCB involves a variety of actions, such
 Hold the team accountable and establish an incentive as helping others, offering to do extra work, adhering to
program that does the same. workplace policies and standards, and improving
 Establish open lines of communication and have clear, organizational performance in both commercial and public
consistent goals. organizations.

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