Abstract: and values that characterizes an organization, influences which

Abstract: Organizational success is dependent on personality
traits and organizational culture, especially in bringing new products. A fit
between the Individual personality and organizational culture is of critical
importance to the success of both Individual as well as the organization. A scientific research gap on relationship among Different
dimensions of organizational culture, individual personality and type of
organizational culture has been found through the literature. This study
bridges the gap by measuring the distinct dimensions of organizational culture
to get a comprehensive view of the improvement in key characteristics of
Organization culture and describe the impact of Individual personality styles on
all aspects of organizational culture. The study is carried out in three phases. In the first phase, different
types of Organizational culture were empirically analyzed. The second phase
focuses on the Influential Factors like Leadership styles, Work Environment, shared
values, communication and its strong influential factor that prevails within
the organization towards achieving innovation in product development. The third
phase focuses on effect of Individual personality traits like Gender, age and
Experience on organizational culture. Assuming that questionnaire analyzed
during three phases hold greatest empirical sway over the prospects of
organizational culture, this study finds the influence on individual
personality of top professionals towards the organizational success in
developing successful innovative product. Based on survey responses from a
representative sample of 75 professionals, the findings support that the
Leadership quality is the key factor that aligns the organizational culture and
innovation in product development within an organization.

Keywords—Organizational Culture;
Leadership Style; Clan and Adhocracy Culture

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Introduction

Organizational culture is defined
as “the observable norms and values that characterizes an organization,
influences which aspects of its operations and its members become salient and
how members perceive and interact with others, approach decisions, and solve
problems”. The Organizational culture is the main source of the organization’s
identity. Organizational culture is the culture that not only resides within us
as individuals, but it is also the hidden force that drives most of our
behavior both inside and outside organizations.

The main characteristics that
draw the attention of this study are

Precision
Orientation:
Dictates the degree to which employees are expected to be accurate in
their work
Risk
Orientation:
A tradeoff between high value and low value on innovation describes nature
of individual to take risks and improve the performance of their jobs.
Competitive
Orientation:
Dictates whether group members are expected to be assertive or easygoing
when dealing with companies they compete with in the marketplace.
Teamwork: Organize
work activities around teams instead of individuals place a high value on
this characteristic of organizational culture.
Emphasis on
Outcome:
Focus on results, but not on how the results are achieved, places a high
emphasis on this value of organizational culture.
Stability: High value
on stability is rule-oriented, predictable, and bureaucratic in nature.
Successful organization provides consistent and predictable levels of
output and operate best in non-changing market conditions.

Literature Survey

Maham
Fatima (2016) investigated
the impact of organizational culture types on the job satisfaction of
employees. The study was based on four cultural types named as clan, adhocracy,
market, and hierarchy culture. It is found that those working under hierarchy
and market cultures were dissatisfied with their jobs. The findings of this
study were not just significant for academic purposes but are also critical for
managers in determining the employee job satisfaction. Hani Sakina Mohamad Yus
(2016) investigated
the relationship between organizational culture and employee motivation among
selected employees at a private sector agency categorized as an automotive
company located in Selangor. The organizational culture can be categorized into
two main types which are bureaucratic and supportive culture. The analysis
shows that these two types of culture have strong correlation with the
dependent variable, namely employee motivation, with supportive culture having
more interaction toward employee motivation. Gayatri A.S (2016) investigated the
relationship between the style of Organizational Culture and the Empowerment of
women employees in Indian Public Sector, Private Sector and Foreign banks.
Latchigadu (2016) conducted
a study according to a humanistic, positive psychology and an open systems
paradigm in order to examine the theoretical relationship between
organisational culture and organisational commitment. This study revealed that
there was no significant relationship between organisational culture and
organisational commitment. Jatin H. Modi (2016) experimented on the known the result of
comparison of organizational culture and organizational learning in grant in
aid and non-grant in aid educational institute of Gujarat. Finding of the study
showed more proportion of innovation, implementation, stabilization,
experimentation, mutuality, and planning, temporary systems in grant in aid
schools. There was no effect of level of management on stabilization,
experimentation, mutuality, planning, temporary systems and competency building
dimension of organizational learning.

Tianya
Li (2015) investigated
how organizational culture affects employee behavior. The results of the study
indicates that organizational culture mainly impacts motivation, promotes
individual learning, affects communication, and improves organizational values,
group decision making and solving conflicts. Pichit, Tangphanitong et al (2017) studied the
organizational culture style of Thai private university faculties i.e.
Constructive culture, Passive/Defensive culture, and Aggressive/Defensive
culture. The results of this study will help a great number of organizations to
improve the organizational culture. Sandhya Iya (2015) experimented the twin processes of
creativity and innovation have been shown to be of utmost importance to the success
and sustainability of an organisation. Boniface C. Madu 9 investigated a
study involving the use of Schein’s five primary mechanisms as a model for
leaders in creating a culture that supports moral and ethical behavior.

Ellen Martins (2014) experimented the type
of organizational culture that would support creativity and innovation in an
organization. The factors trust relationship, working environment, and
management support and customer orientation on operational level presented
shifts in emphasis in this model. Beverly Cutajar (2014) investigated the effect of organizational
culture on employee talent management, taking the case of Malta based ICT
companies. It includes a review of literature about organizational culture and
structure, agency and talent management, exploring gaps in literature that call
for further research. He also suggested that most organizations do not have a
culture built around a clear set of values. Secondly, there is no talent
structure based on HR practices that feeds into the business strategy. Anja
Krog (2014) used a
multilevel framework, to examine the role of four organizational culture types
in facilitating work engagement of employees. The study found partly
significant results for a positive relationship between the clan culture type
and work engagement. There was however no support for the hypothesized
relationship between the other three culture types and work engagement.
Abdullah Aldhuwaihi 13 explored the influence of organizational culture types
(clan, adhocracy, market and hierarchy) on job satisfaction, organizational
commitment and employee turnover intention in banks in the Kingdom of Saudi
Arabia. The influence of organizational culture types on Job, satisfaction
ranged from strong to moderate with clan, adhocracy, and hierarchy culture
types showing a stronger influence than the market culture type.

Tesluk et al (2009) focused on how
organizational culture and climate influence creativity at the individual
level. Tesluk identified five dimensions of organizational climate that
influence creativity, including goal emphasis, mean emphasis, reward
orientation, task support and socio emotional support. Nicholson Neigel (2008) observed the three
sets of cultural inputs seem to be strongly associated with success viz.
Communication size and Structure, Stewardship practices and High involvement
centers. The performance and success of an organization are rooted in
organizational culture. Cultural meanings render some behaviors as normal and
right and others strange or wrong. Culture can control how employees perceive
and handle the issues better.

Maryam Alavi (2007) made an empirical
study on the influence of organization on knowledge management practices, which
highlighted the influence of culture on the use of knowledge technologies and
outcome of such use. Such studies amply demonstrate the influence of
organizational culture on the practices adopted by organizations in respect of
management of such tangible resources as human resource and intangible resource
as knowledge. Erdogan Berrin (2006)
has observed that organizational culture is a relevant contextual variable in
determining the importance of justice perceptions to leader-subordinate
relationship. Heinrich (2006)
stated about a study conducted across five international accounting firms,
where in the study examined their cultures, employee retention (turnover) rates
for new hires, and the opportunity costs associated with employee departures.
Hafeez Ur Rehman (2005)
demonstrated the relation between two variables i.e. organizational culture and
its performance. He reasoned out that organizational culture has deep impact on
a variety of organizational processes, employees and its performance. He also
described the different dimensions of the culture which have impact on
organizational performance. Ashkanasy (2005) stated that values exist as component of organizational
culture, in the form of shared values. He gave a strong feeling that the
organizational experience is possible if bond gets established between member
to member and members to organization. This can be construed as a component of
individual behavior in the context of organizational back drop.

With the Inspiration of several
researchers, the present study is experimented and found to be successful in
obtaining the key features of Distinct dimensions of Organizational culture,
Relationship between organizational culture and its various indices, Influence
of dimensions of organizational culture on organizational culture and
Enhancement and improvement of key characteristics of organizational culture.

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