Abstract
Organizational culture is an important part of the organization's life as it determines how everything is going on in the organization. The more employees understand rules, norms, and values that they must follow, the better the individual employees in the organization feel, since it gives them a sense of order and security in the organization. If employees feel well in the organization, they are ready to contribute more to the efficiency and effectiveness of the organization, thus affecting productive organizational energy. Such employees will be more committed, efficient, innovative, successful, and will experience positive emotions such as joy, pride, and enthusiasm in the workplace. Knowledge in the field of organizational behavior can greatly contribute to recognizing how organizational culture affects better organizational energy.
TopIntroduction
This chapter deals with the influence of organizational culture on organizational energy. Chapter also defines the role of knowledge in the field of organizational behavior. The main goal of the paper – to determine the impact of organizational culture on organizational energy. Prior to this, one must define by description three key concepts – organizational culture, organizational behavior and organizational energy. In the organizational culture and organizational behavior, one exposed only the key features that are important for dealing with the topic, while explaining organizational energy more extensively. The presentation part on organizational energy thus contains its definition, characteristics of individual energy situation, strategies by which leaders can influence organizational energy, the conditions for establishing organizational energy and measuring it. The rest of the chapter deals with organizational culture, organizational behavior, organizational energy and the connections between them. A model of the impact of organizational culture on organizational energy is added. This links the fundamental points of organizational culture with organizational energy. The organizational culture can affect organizational energy in two ways: firstly, by providing the conditions necessary for the release of organizational energy, and secondly by having it affect the characteristics of the employees that are necessary for the organization to have the productive capabilities of providing a longer-lasting release of productive organizational energy. Chapter concludes with recommendations on how to ensure productive organizational energy in the organization through the definition of organizational culture. It is also important to keep in mind that organizations differ from one another and that each manager must know the behavior of the organization before the introduction of strategies and to some extent be able to foresee the behavior. This should be either before the introduction of strategies for the release of productive organizational energy, or before defining or changing the organizational culture.
Very few authors dealt with the problem of the link between organizational culture and organizational energy. The present chapter is based on a descriptive methodology, through which we described the basic characteristics of the concepts under consideration. A comparative method was also used, especially when comparing the types of organizational energy and the status of organizational energy. The aim of the methodology was to link the considered concepts to a meaningful whole, which shows the connection between the two concepts under consideration.
Key Terms in this Chapter
Corrosive Organizational Energy: The state of organizational energy, characterized by strong negative feelings and energy consumption due to internal disputes, which can lead to the destruction of the organization.
Organizational Behavior: A research field that deals with how individuals, groups and the organization as a whole behave and why they behave that way.
Comfortable Energy: The state of organizational energy, characterized by laziness and satisfaction with the current situation in the organization.
Organizational Energy: The energy the organization operates with.
Organizational Culture: A set of organizational attributes such as values, norms and rules, which apply to all employees.
Productive Organizational Energy: The state of organizational energy, characterized by a high level of productivity and positive feelings at the workplace.
Energy of Resigned Inertia: The state of organizational energy, characterized by weak negative emotions and a sense of nonconformity with the goals of the organization.