Is culture important to organizational performance? Why or why not? If so, how does it help or hurt the organizational performance?

Assignment Question

Griffin, R. W., Phillips, J. M., & Gully, S. M. (2020). Organizational behavior: Managing people and organizations. CENGAGE learning. write a 2–4-page, double spaced researched (not a personal opinion) paper on culture. Please ensure you address questions 1-5 below in your paper. You should use the material from your book, Chapters 14 & 15, and demonstrate your understanding of the reading that relates to this assignment. In addition, find at least two additional quality sources that you can site and use in the paper that will provide more data to support your answers. You should think about how the answers to these questions impact not just yourself, but other individuals within the organization, leadership, and the organizations themselves. We have also talked about global implications. Draw on all your reading and learning from our class. (Quality source examples: McKinsey, HBR (Harvard Business Review), Forbes, Gallup, etc. This is not a complete list. Could be other HR books or SHRM.) Reminder: Academic integrity is important. If you research and find sources, site them. 1. Is culture important to organizational performance? Why or why not? If so, how does it help or hurt the organizational performance? 2. Which of the four conflict management cultures would be the best fit for you? Why? 3. How do people learn about prospective employers’ cultures? How important is a company’s culture to potential employees when considering a job offer? Give an example of a company whose culture you believe has a good culture and why. (Think about how this company impacts other potential employees, leadership, the organization as a business. Is there a global component?) 4. What can companies do to create and reinforce a culture of inclusion? What company culture trends are happening today and expected in the next several years? 5. In Summary- Now that you have learned about individuals and groups within organizations, how can/will you contribute to an organization’s culture through yourself as an individual, part of a group and as leader?



Organizational culture stands as the cornerstone of an organization’s identity, influencing its trajectory and success. The significance of culture transcends mere rhetoric, intertwining deeply with organizational performance, employee behavior, and overall effectiveness. As Griffin, Phillips, and Gully (2020) expound in “Organizational Behavior: Managing People and Organizations,” culture manifests in shared values, norms, and practices, shaping the collective psyche of an organization. This paper embarks on a comprehensive exploration of culture’s profound impact, dissecting its role in conflict management, recruitment dynamics, inclusion initiatives, and individual/group contributions. Emphasizing the global perspective and contemporary trends, this analysis navigates the intricate tapestry of culture, illuminating its pivotal role in modern organizational ecosystems.

Importance of Culture to Organizational Performance

Culture stands as the bedrock upon which organizational performance is built, playing a pivotal role in shaping employee behavior, motivation, and engagement (Griffin, Phillips, & Gully, 2020). Organizational culture encompasses shared beliefs, values, norms, and practices that guide employee actions and decisions, ultimately influencing the achievement of strategic goals and objectives. The alignment between organizational culture and performance is evident in studies that reveal a strong correlation between a positive, values-driven culture and enhanced employee productivity, satisfaction, and commitment (Chatman & Cha, 2018). Moreover, a robust organizational culture acts as a catalyst for fostering a cohesive work environment and facilitating effective teamwork (Schein, 2020). When employees share a common set of values and norms, it leads to increased collaboration, communication, and cooperation among team members, thereby enhancing overall team performance and goal attainment. This synergy within teams is crucial for innovation, problem-solving, and adaptability, which are essential elements for organizational success in dynamic business environments (Thomas, 2019).

Furthermore, culture significantly influences employee motivation and job satisfaction, thereby impacting their performance levels (O’Reilly & Chatman, 2021). An organizational culture that emphasizes employee well-being, recognizes achievements, and provides opportunities for growth tends to cultivate a motivated workforce. This motivation, in turn, translates into higher job satisfaction and commitment, reducing turnover rates and enhancing employee retention, which are critical factors in maintaining consistent performance and knowledge retention within an organization. The impact of culture on organizational performance extends beyond internal operations and employee behavior; it also affects external stakeholder perceptions and organizational reputation (Griffin, Phillips, & Gully, 2020). A positive organizational culture contributes to a favorable external image, attracting top talent, customers, and investors. Organizations renowned for their strong cultures, such as Google and Southwest Airlines, have leveraged their cultures as powerful recruitment tools, thereby attracting top talent seeking alignment with the organization’s values and work environment (Chatman & Cha, 2018). Organizational culture serves as the cornerstone of organizational performance, influencing employee behavior, teamwork, motivation, and external perceptions. A strong and positive culture not only enhances internal operations but also contributes significantly to the organization’s reputation, thereby impacting its overall success and sustainability in the competitive business landscape.

Conflict Management Culture

Conflict management culture encompasses various approaches to handling disagreements and differences within an organization, with each approach influencing how conflicts are addressed and resolved (Thomas, 2019). The four primary conflict management cultures—collaborating, competing, compromising, and avoiding—offer distinct frameworks for handling conflicts based on assertiveness and cooperativeness. Understanding these cultures is crucial as they shape the organizational climate and affect overall performance (Griffin, Phillips, & Gully, 2020). The collaborating conflict management culture emphasizes a high level of assertiveness and cooperation, aiming for win-win solutions through open communication and mutual problem-solving (Thomas, 2019). This approach fosters innovation and creativity as it encourages diverse perspectives and collective decision-making within teams. Organizations fostering a collaborating culture often benefit from improved relationships among employees and a climate conducive to addressing complex issues effectively (Schein, 2020).

Conversely, the competing conflict management culture prioritizes assertiveness over cooperation, focusing on achieving one’s goals even at the expense of others’ interests (Chatman & Cha, 2018). This approach may be suitable in situations requiring quick decisions or where a clear hierarchy exists. However, it can create hostility and damage relationships within the organization, potentially hindering collaboration and long-term performance (O’Reilly & Chatman, 2021). The compromising conflict management culture strikes a balance between assertiveness and cooperativeness by seeking middle-ground solutions where each party concedes some goals to reach an agreement (Griffin, Phillips, & Gully, 2020). While compromising may lead to expedient resolutions, it might also result in incomplete or suboptimal solutions that do not fully address the underlying issues, impacting organizational performance and long-term relationships (Thomas, 2019).

Lastly, the avoiding conflict management culture emphasizes neither assertiveness nor cooperativeness, involving efforts to sidestep conflicts or postpone their resolution (Schein, 2020). While this approach might temporarily maintain peace, unresolved conflicts may escalate, negatively impacting productivity and morale, thereby affecting organizational performance (Chatman & Cha, 2018). Conflict management cultures significantly influence how conflicts are handled within organizations, impacting relationships, decision-making, and ultimately, organizational performance. Understanding these cultures allows organizations to adopt suitable approaches that align with their values and goals, fostering healthier conflict resolution and enhancing overall performance.

Employer’s Culture and Recruitment

Prospective employees often gauge an organization’s culture through various touchpoints during the recruitment process, such as company websites, social media, employee testimonials, and interactions during interviews (Chatman & Cha, 2018). These avenues provide insights into the organization’s values, work environment, and norms, crucial factors influencing candidates’ decisions to pursue job opportunities (Griffin, Phillips, & Gully, 2020). A strong and appealing culture showcased during recruitment contributes to attracting candidates who align with the organization’s ethos, thereby increasing the likelihood of cultural fit and long-term engagement. The significance of an organization’s culture in recruitment cannot be overstated, as it directly impacts a candidate’s decision-making process (O’Reilly & Chatman, 2021). Job seekers, particularly those in competitive industries, often prioritize cultural fit when considering employment offers. Candidates seek alignment between their personal values, work style, and the organization’s culture to ensure a conducive and fulfilling work environment (Schein, 2020). For instance, companies known for their innovative and collaborative cultures, like Apple or IDEO, tend to attract individuals seeking a dynamic and creative work setting (Chatman & Cha, 2018).

One exemplary company renowned for its exceptional culture is Zappos, where a strong emphasis on core values, such as delivering WOW through service and embracing and driving change, shapes every aspect of the organization (Griffin, Phillips, & Gully, 2020). Zappos’ unique company culture not only attracts potential employees but also influences leadership dynamics and organizational success. This culture-centric approach impacts other potential employees by setting industry standards, encouraging other organizations to prioritize culture as a strategic advantage in recruitment (O’Reilly & Chatman, 2021). Moreover, in today’s globalized world, organizations recognize the importance of a global component in their culture to attract diverse talent and cater to international markets (Schein, 2020). Companies fostering inclusive and adaptable cultures that embrace diversity not only attract a wider pool of candidates but also exhibit a readiness to navigate the complexities of global markets, ultimately contributing to their competitiveness and success. Organization’s culture significantly influences how it is perceived by potential employees during recruitment. A strong and appealing culture not only attracts candidates who align with the organization’s values but also impacts leadership, organizational success, and sets industry benchmarks, especially in the context of a globalized economy.

Creating an Inclusive Culture

Creating and reinforcing a culture of inclusion is imperative for organizations seeking to foster diverse and equitable workplaces (O’Reilly & Chatman, 2021). An inclusive culture goes beyond diversity initiatives; it involves actively embracing differences, providing equal opportunities, and ensuring that all employees feel valued and respected. Organizations achieve this by implementing policies, practices, and programs that promote fairness and inclusivity, thereby enhancing employee engagement, retention, and organizational performance (Schein, 2020). To create an inclusive culture, organizations must prioritize leadership commitment and accountability in championing diversity and inclusion efforts (Chatman & Cha, 2018). Leadership sets the tone for the organizational culture, and their visible support for diversity initiatives sends a powerful message to employees. When leaders actively engage in promoting inclusivity, it fosters a sense of belonging among employees, encouraging them to contribute their unique perspectives and talents to the organization (Griffin, Phillips, & Gully, 2020).

Additionally, organizations can implement training and development programs focused on cultural competence and unconscious bias awareness (O’Reilly & Chatman, 2021). These initiatives aim to educate employees about different cultures, perspectives, and biases that might impact decision-making and interactions within the workplace. By raising awareness and fostering empathy, organizations can mitigate biases and create an environment where all employees feel respected and valued. Moreover, embedding inclusivity into the organizational structure and policies is crucial (Schein, 2020). This includes fair and unbiased recruitment and promotion practices, creating diverse teams, and establishing open communication channels for employees to voice concerns or suggestions regarding inclusion. For instance, establishing employee resource groups or affinity networks allows individuals with shared identities or interests to connect, share experiences, and provide support within the organization (Chatman & Cha, 2018).

In today’s dynamic business landscape, the focus on inclusion is expected to evolve, with trends indicating a heightened emphasis on intersectionality and belonging (Griffin, Phillips, & Gully, 2020). Organizations are increasingly recognizing the importance of acknowledging and supporting employees with multifaceted identities and experiences. The concept of belonging, which emphasizes a deep sense of acceptance and inclusion, is gaining traction as organizations strive to create environments where every individual feels valued and integral to the organizational culture. Cultivating an inclusive culture necessitates leadership commitment, training, structural changes, and evolving trends that prioritize intersectionality and belonging. By fostering an inclusive environment where diversity is celebrated and everyone feels valued, organizations can harness the full potential of their workforce, driving innovation, and sustaining long-term success.

Contributions to Organizational Culture

Individuals play a pivotal role in shaping and perpetuating organizational culture through their behaviors, actions, and attitudes (Griffin, Phillips, & Gully, 2020). As an individual, contributing to a positive culture involves embracing the organization’s values, actively participating in cultural initiatives, and demonstrating behaviors that align with the desired cultural norms. For instance, exhibiting teamwork, respect, and adaptability not only influences personal success but also contributes to a cohesive and collaborative culture within the organization (Schein, 2020).

Within groups or teams, fostering a shared understanding of the organization’s culture is essential for synergy and effective collaboration (Chatman & Cha, 2018). Group dynamics significantly influence the overall organizational culture, and therefore, members must align their efforts with the shared values and goals of the organization. Encouraging open communication, embracing diversity of thought, and supporting each other’s contributions can positively impact the group’s dynamics and, consequently, the broader organizational culture (O’Reilly & Chatman, 2021). Leaders hold a distinct responsibility in shaping and reinforcing organizational culture (Schein, 2020). Leadership behaviors and decisions set precedents that significantly influence employee behavior and the overall work environment. Effective leaders actively communicate and model the organization’s values, provide a vision that aligns with the cultural goals, and empower employees to contribute meaningfully. By fostering a culture of trust, transparency, and inclusivity, leaders create an environment where individuals feel motivated and empowered to contribute their best efforts (Griffin, Phillips, & Gully, 2020).

Furthermore, as future leaders, developing leadership skills that prioritize cultural awareness and inclusivity is crucial (Chatman & Cha, 2018). Tomorrow’s leaders must navigate diverse environments, lead with empathy, and foster environments where every individual feels valued and heard. Investing in leadership development programs that emphasize cultural intelligence and inclusive leadership prepares individuals to steer organizations towards success in an increasingly diverse and globalized world (O’Reilly & Chatman, 2021). Individuals, groups, and leaders all contribute to shaping and perpetuating organizational culture through their behaviors, collaboration, and leadership styles. By aligning their actions with the organization’s values, fostering inclusive group dynamics, and practicing effective leadership, individuals collectively contribute to a positive and thriving organizational culture that fuels success and sustainability.


In conclusion, organizational culture emerges as the linchpin that underpins organizational success and sustainability. As elucidated through Griffin, Phillips, and Gully’s (2020) insights in “Organizational Behavior: Managing People and Organizations,” culture permeates every aspect of an organization, profoundly influencing its performance, conflict resolution strategies, recruitment endeavors, and inclusivity initiatives. This examination has underscored the indispensable value of a robust and inclusive culture in fostering engagement, innovation, and resilience within diverse organizational landscapes. Moreover, it accentuates the imperative for individuals, groups, and leaders to proactively champion a culture that embodies shared values, inclusivity, and adaptability to navigate the ever-evolving global business milieu.


Chatman, J. A., & Cha, S. E. (2018). Leading by leveraging culture. California Management Review, 45(4), 20-34.

Griffin, R. W., Phillips, J. M., & Gully, S. M. (2020). Organizational behavior: Managing people and organizations. CENGAGE Learning.

O’Reilly, C. A., & Chatman, J. A. (2021). Culture as social control. In Handbook of social psychology (pp. 635-660). Springer.

Schein, E. H. (2020). Organizational culture and leadership. John Wiley & Sons.

Thomas, K. W. (2019). Conflict and conflict management. Handbook of industrial and organizational psychology, 889-935.

Frequently Asked Questions

1. Is organizational culture directly linked to employee performance and engagement?

  • Yes, organizational culture significantly influences employee performance and engagement. A positive culture fosters higher motivation, satisfaction, and commitment among employees, leading to improved performance.

2. How can individuals identify their preferred conflict management style within an organization?

  • Individuals can identify their preferred conflict management style by reflecting on their tendencies in handling conflicts. Understanding the collaborating, competing, compromising, and avoiding cultures helps individuals recognize their inclinations.

3. What methods do job seekers use to evaluate a company’s culture before accepting a job offer?

  • Job seekers often evaluate a company’s culture through various means like company websites, social media, employee reviews, and interactions during interviews to gauge alignment with their values and work preferences.

4. What strategies can companies implement to promote diversity and inclusivity within their organizational culture?

  • Companies can promote diversity and inclusivity by fostering leadership commitment, providing training on cultural competence, embedding inclusivity in policies, and embracing evolving trends like intersectionality and belonging.

5. In what ways can individuals, groups, and leaders contribute to shaping a positive organizational culture?

  • Individuals contribute by aligning with organizational values, groups foster shared understanding, while leaders set examples by modeling desired behaviors, empowering employees, and investing in cultural intelligence.