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Organization Culture Essay

The ability of an organization to align its mission and vision with its culture is a basic strategy that serves to enhance the success of the organization (Filho, 2007). This is because organizational culture ought always to be a direct function of the overall missions and visions that the organization has. This culture is usually composed of the overall values, psychology, experiences, attitudes, and beliefs that the organization holds dear to itself and that are unique to it (McAleese & Hargie, 2004).

This paper critically analyses the organizational culture of NAMI (National Alliance on Mental Illness) with a view to establishing the extent to which this culture has been aligned with the organization’s mission and vision. The Mission and Vision of NAMI The National Alliance on Mental Illness is organization whose core values can be summarized in its mission and vision Statements. These are as follows: Mission Statement To be in a position to offer education, emotional support, advocacy, research, and resources to those people who are affected by mental illnesses of all kinds so that they can be able to lead better lives (NAMI, 2010).

Vision Statement To ensure that the people affected by mental illness are able to lead lives

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that are as close to normal as possible through ensuring that they are empowered (through advocacy campaigns of various kinds) to understand that mental illness is not in any way a license to suffering (NAMI, 2010). The organizational Culture of NAMI NAMI is an organization where dignity and general quality of life is given priority (NAMI, 2010).

The organization ensures that every individual it deals with is treated with honor and dignity and made to have a sense of appreciation and belonging. The organization greatly abhors any form of discrimination, particularly discrimination on the basis of mental illness. This stems from the organization’s firm belief that all people, regardless of their mental state of health, have the ability and capacity to lead fulfilling lives. As such, NAMI seeks to counter all forms of bias and stigma directed at people with mental illness (NAMI, 2010).

It is its practice to have everyone understanding that stigmatization is a key hindrance to the recovery of people with mental illness; and so is engaged in promotion of awareness about the need for treating such people with dignity, honor, and respect just as any other people in the society. NAMI has made it its duty to be the advocate for the mentally disabled people. The organization ensures that these people are able to get what they need in life; and has been working in collaboration with other organizations and individuals to see to it that this endeavor is accomplished (NAMI, 2010).

Sharing is a common practice within the organization (Gelber, 2006). Everyone is willing to share what one has with others. The sharing ranges from material possessions to skills that are deemed essential for the continued well-being of people with mental illness as well as their families, friends, and relatives. NAMI has also made it its mandate to promote oneness among the people it deals with. Team work is a policy it highly values (NAMI, 2010). Its staff works together with families and well-wishers to ensure that the required resources are availed for use by the mentally disabled.

Giving forms an integral part of the organization’s culture. For instance, the organization has been able to get free labor from volunteers even as it has sought to save the resources available for use on medication and other needs by the mentally ill (NAMI, 2010). Open communication and transparency is another organizational culture strongly associated with the organization. It is through such open communication that the organization has been able to get information transmitted to the right people for appropriate action (Reid & Hubbell, 2005).

Given that certain people tend to view mental illness with disdain and get ashamed of it, mental illness hardly ever gets exposed publicly. This makes sufferers to fail to get the necessary assistance they need. It is only through open communication through widespread awareness campaigns that such cases get to be reported to the organization. For instance, although the organization has active representation in all the states in the country, its head office has been able to coordinate all the activities on a national level.

This way, NAMI has been able to get in touch with families and donors so that help for the mentally ill has been forthcoming. Finally, it is the culture of NAMI to constantly train and educate its staff on the necessary techniques to deal with mental illness and its consequences. The Alignment of Mission/Vision with Organizational Culture A critical examination of the organization’s values and norms (culture) reveals their close alignment with its mission and vision. For instance, in order to promote awareness about mental illness, the organization uses open communications (NAMI, 2010).

Open communications ensures that information flow is unrestricted as much as possible so that people – staff, senior management, and the general public – get to know the truth about mental illness (NAMI, 2010). Another aspect that demonstrates the alignment of culture with mission and vision is giving and sharing of resources. This is a culture that is in line with the need by the organization to have the mentally disabled and their families having access to the critical resources they need like appropriate medication (NAMI, 2010).

Finally, in order to have education and research on mental illness enhanced, NAMI constantly trains its staff so as to be better prepared to carry out advocacy campaigns (NAMI, 2010). In conclusion, therefore, NAMI can be rated as highly successful in managing to align its organizational culture with the mission and vision it has. Word count: 949 References Filho, S. C. (2007). “Creating and preserving a business culture. ” Quaity Progress, 40(8), 36-41. Gelber, D. (2006). “Creating an ethical culture. ” Strategic Finance, 87(11), 28-34. McAleese, D. & Hargie, O. (2004).

“Five guiding principles of culture management: A synthesis of best practice. ” Journal of Communication Management, 9(2), 155-170 NAMI (2010). Support and Programs. Retrieved 07/26/2010 from: http://www. nami. org/template. cfm? section=find_support Reid, J. & Hubbell, V. (2005). “Creating a performance culture. ” Ivey Business Journal Online, March/April, 1-7. Retrieved 07/26/2010 from: http://proquest. umi. com/pqdweb? index=87&sid=12&srchmode=1&vinst=PROD&fmt=10&startpage=1&clientid=29440&vname=PQD&RQT=309&did=872087511&scaling=FULL&ts=1203896757&vtype=PQD&rqt=309&TS=1203896841&clientId=29440

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