On the other hand, partners couldn't see any problem happen, because we have ability to solve all problems. All employees have learned experience of solving the problem, but partners keep recommitting the same error. Partners resistance to change the work environment, they operated the organization of Asian style. Though since they are doing business in America, they need to combine American culture into business concepts. Same thing happened to the internal company, in Asian culture, most employers would like to save cost of HR, they hire less people to do lots of things, we do the same thing, but it's really inefficiency, especially this company opens over twenty stores now.
In today’s business days, organizational culture is full of empowers and challenges. A culture supports tactical and operational goals can stimulate performance and glow innovation and differentiation (Brown, 2014 p.65) (F., 2014). The idea of organizational culture has its key roots in culture theory. From a journal “A Configuration Model of Organizational Culture” that organizational culture, as a construct separable from societal culture, has been subject to research for many years and different models can be found across different disciplines (Dauber, Fink & Yolles, 2012).
Basically, organizational culture can be definite by three categories which are “dimensions approach, interrelated structure approach, and typology approaches” (Dauber, Fink & Yolles, 2012). The dimensions approach mainly focuses on measuring organizational culture empirically along balance that can be connected to other, frequently dependent, variables of interest. Interrelated structure approaches concentrate on linking the concept of organizational culture to other constructs or ch...
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...de program may be dismayed by the ostensibly slow pace at which the vicissitude is moving, or, after having been involved in the diagnosis of quandaries, they may be inundated by the variety and magnitude of the quandary (Brown, 2014 p.125).
In addition to the driving forces of change, implementations of any OD change program needs to take account of the restraining forces of change. The advocates of the transmutation may surmise that everyone will actively support the transmutation because its goals are worthwhile, but this is sometimes not what transpires. Since change always alters the status quo, managers should anticipate some employee resistance and plan for this eventuality in the vicissitude strategy. The failure of management to win acceptance of the proposed changes can be one of the most paramount obstructions to an OD change program (Brown, 2014 p.126).
Just as there are cultures in larger human society, there seem to be cultures within organizations. These cultures are similar to societal cultures. They are shared, communicated through symbols, and passed down from generation to generation of employees. Many definitions of organizational culture have been proposed. Most of them agree that there are several levels of culture and that these levels differ in terms of their visibility and their ability to be changed.
Aspects of the perceived culture in an o organization, such as, level of communication among members, the level of support in regard for new innovations and technology, as well as the amount of support by upper level management all have a positive influence on the manner employees behave and interact with each other as well as how they treat consumers and suppliers. If employees emulate a manager that does not share the same values and beliefs of others within the organization, or that does not share a good work ethic, employees will not complete tasks and fail to be productive. It works as well in the opposite manner; when employees see a manager who supports a company’s mission, its goals, and business strategy, the organizational culture of the company will aide in providing a clear direction for employees to follow and strive towards. Ultimately, the culture supports desire business strategies and the overall mission of an organization, and the capacity of the culture is dependent on just how intensely employees share the values and basic assumption of the
Often times when one hears the word “change” in any aspect of life, they are often, put off, and intimidated by the word itself and the intended implication. This is a normal and understandable reaction for anyone engaging in any type of change. In terms of organizational change, this type of behavior often seen as, but is not limited to pushback, resistance, lack in productivity, turnover, drop in overall customer service, etc by team members. Thus, as organizational leaders, it is our responsibility to ensure that any change management implemented is smooth and has lasting benefits; by considering the impact on the organization as a whole and most importantly, the impact it will have on the team members within the
One way to think about the culture of a company is through the Organizational Cultural
Organizational culture is the system of shared beliefs and values that develops within an organization and guides the behavior of its members, while organizational structure is an expression of social and economic principles of hierarchy and specialization (Kinicki, 2015). Both the culture and the structure of an organization are important things for management to understand in order to successfully set and achieve an organization’s goals. Companies who excel in highly competitive fields can attribute their successful economic performance to a cohesive corporate culture that increases competitiveness and profitability. This culture is best utilized in an organization that has the necessary structure to allow its employees to coordinate their actions to achieve its goals.
There are many culture researchers that have explain culture and how individuals behaves in an organisation, we have Porter & co. (1975), George Murdock (1940), Clyde Kluckhohn (1952) etc. but this report shall be mostly based on the Geert Hofstede (1980) cultural dimension. He investigated the interactions between national and organisational cultures using the IBM workers as a case study and came out with four dimensions and later added two more at different times. They are:
Change is actually one of the things in life that can never be avoided, no matter how hard we try; it is the one constant in life. When it comes to organizations however, change can often be difficult, if not impossible, depending on a number of factors including employee receptiveness. There have been many studies completed on the cause of resistance to change. In Coch and French’s research study (1948) they asked two important questions surrounding resistance, “(1) Why do people resist change so strongly? and (2) What can be done to overcome this resistance?” Most change program experts will certainly name resistance to change as one of the largest obstructions to successfully executing change programs.
Organizational Culture plays a crucial role in shaping employee and management behavior in an organization.
Culture can be defined as “A pattern of basic assumptions invented, discovered or developed by a given group as it learns to cope with its problems of external adaptation and internal integration that has worked well enough to be considered valid, and therefore to be taught to the new members as the correct way to perceive, think and feel in relation to those problems”. Schein (1988). Organizational culture can be defined as a system of shared beliefs and values that develops within an organization and guides the behavior of its members. It includes routine behaviors, norms, dominant values, and feelings or climates. The purpose and function of this culture is to help foster internal integration, bring staff members from all levels of the organization closer together, and enhance their performance.
Scholl, R.W. (2003). Organizational culture. Retrieved March 23, 2014, from The University of Rhode Island, Charles T. Schmidt, Jr. Labor Research Center. Web site: http://www.uri.edu/research/lrc/scholl/webnotes/Culture.htm
The concept of organizational cultures was first raised in 1970s, and soon became a fashionable topic. Organizational culture is the shared beliefs, values and behaviours of the group. Theorists of organizations believe that organizational culture represents the pattern of behaviours, values, and beliefs of an organization. Hence, studies around organizational culture have been seen as great helpful and essential for understanding organizations and their behaviours. Additionally, organizational culture has been considered to be an important determinant of organizational success. Therefore, leaders and managers pay more than more attentions on this topic, focusing on constructing and managing organizational cultures.
The concept of organizational culture is one of the most debated topics for researchers and theorists. There is no one accepted definition of culture. People even said that it is hard to define culture and even more change it. It is considered a complex part of an organization although many have believed that culture influences employee behavior and organizational effectiveness (Kilmann, Saxton, & Serpa 1985; Marcoulides & Heck, 1993; Schein, 1985a, 1990).
Organizational culture is the key to organizational excellence and leadership is a function to create and manage culture (Chen 1992). Organizational researchers have become more aware of the importance of understanding and enhancing the cultural life of the institution. "This study is one of a group of companies with high-performance in North America, interest in organizational culture is an important element in organizational success. Tesluk et al (1997). Looking at the" soft "of the organization, the researchers claim that" the organizational culture may be suitable for a means to explore and understanding of life at work, and make them more humane and more pronounced (Tesluk et al, 1997), and the graves (1986) also stressed the importance of corporate culture, and the need for research strategies and methods of investigating the various elements and processes of the organizational culture. He argued the culture that meets the basic needs of belonging and security in an attempt to describe this gathering that culture is "the only thing that distinguishes one company from another gives them coherence and self-confidence and rationalises the lives of those who work for it. Standard that may seem random, is to enhance the life to be different, and safe to be similar, and culture is a concept that provides the means to achieve this compromise (p. 157).
Simply speaking, a company’s structure and design can be viewed as its body, and its culture as its soul. Because industries and situations vary significantly, it would be difficult and risky to propose there is a “one size fits all” culture template that meets the needs of all organizations” (Nov 30, 2012). Those organizations who have shared beliefs and values and have organized methods on chain of command going to have positive outcomes. This will help shaping their employees views and performances. The growth and profit of the business relays on their employees and their performances. Culture is the core which will help and encourage all different level workers. If the core itself is weak, it will weaken the atmosphere of the business. Many companies announce that they have great culture but fail to implement to the lower level of workers. The basic issue is when organization has one set of culture and thinks one culture will meet the needs of all the workers. Each business is different and each individual is unique and have different beliefs and behaviors. The culture that is right for one individual might not work the same for the others. The ideal approach in this case would be, looking at the bigger picture of diverse working environment and give importance and respect to what are the ranges of business firms to achieve the perfect culture for organization. Sometimes one size fits all will not going to fit anybody, so the organization have to keep their ideas open and value everyone’s presence respecting all of their culture for the betterment and
Organisational culture is one of the most valuable assets of an organization. Many studies states that the culture is one of the key elements that benefits the performance and affects the success of the company (Kerr & Slocum 2005). This can be measured by income of the company, and market share. Also, an appropriate culture within the society can bring advantages to the company which helps to perform with the de...