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Determinant of organisation culture
Determinants of organizational culture
Determinant of organisation culture
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Is It Realistic To Try To Change Organizational Culture, Or Is It Better To Try To Manage Around It Or Ignore It?
Lee Sze Ting, Ina
The Chinese University of Hong Kong Introduction
Culture plays a prominent role in social welfare organizations as it outlines their ability to meet particular social demands. When an organization does not possess a healthy culture, managers may attempt to change the culture. Nevertheless, cultural change has been one of the biggest challenges to all organizations because culture is embedded in a system of deep-rooted beliefs and traditions.
In this study, the feasibility of cultural change in social welfare organizations is discussed. Different approaches to cultural management are also addressed.
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While these factors can influence organizational culture, they can also be the barriers to cultural change. Among all these factors, (1) influence of the founders, (2) the working groups, and (3) organizational size and structure are particularly discussed below because of their relatively large hindrance to cultural change in social welfare organizations.
1. Influence of the Founders
The founders have a very strong and long-lasting impact on organizational culture because the initial values are constructed by them (Frost et. al., 1985). Aforementioned, values are crucial to social welfare organizations in providing direction to its members as well as drawing support from the public. These values are then demonstrated through behaviors, which in turn produce structures and processes. As the organization grows, the founders continue to stimulate
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In the Human Services profession there are several areas of interest ranging from mental health, human rights, and even criminal justice; to name a few. However, when it comes to the values and missions of several human services organizations, individual cultures and beliefs may play a major role in their formation and services provided. To reflect back on the history of the human services field, culture has not always the main focus of most services that were being provided. The focus was mainly placed more on simply helping those in need. But since then, times has changed and culture has now became the major influence on the practices within the human services field.
Cultural Competence Understanding culture is an important aspect of being a social worker; this does not mean learning common cultural traits is of great significance to the social work profession. “Consider the second-generation Japanese-American social worker whose practice consists of Mexican-American and African-American families. Memorizing national traits or cultural rituals would be interesting and informative, but ultimately these would be an inaccurate basis on which to “know” these particular families” (Dorfman, 1996, p. 33). When understanding cultural competence, it is important to learn from the client about their culture in order to serve them in the most helpful and efficient way possible. There is a major drawback to memorizing information, and that is, this information will not give you a real understanding of who your client is and what life experiences they have personally faced.
In today’s society where an abundance of resources exists, social workers are often the entry point for people to access services. Therefore, it is imperative for social worker professionals to have a clear understanding of themselves in relation to the client from a cultural perspective. While the social work profession has always focused on social justice and oppression, it wasn’t until the civil rights movement that there was a conscious shift in the social work pedagogy to focus the social service practice on race, racism, and training the workforce in cultural competences. Later in the mid 1980’s, the tone of cultural competence would shift from race and racism to a more inclusive language, which includes a more robust list of all types
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.
Triandis, H., & Wasti, S. (2008). Culture. In D. Stone, & E. Stone-Romeo, The influence of culture on human resource management processes and practices (pp. 1-24). Psychology Press
The second section of this essay's main body is about managing organizational culture. In this section, the topic about if it is manageable will be discussed firstly from two different opposite aspects. Nevertheless, instead of further questioning on the `unmanageable' theories, this essay takes a managerial aspect approach. This emphasizes on what are supposed to be done to take control on managing and changing organizational culture. However, cultures cannot be fully controlled from any aspect.
The social work field is quite dynamic and professionals will work with diverse populations that stem from differing socio-economic backgrounds and hold an array of beliefs, principals, and values. As such, social workers have often found themselves working with populations, individuals or in situations that have challenged their personal cultural, political and/or religious values. In particular, social work professionals will discover that the social work structure and the agencies that they work for may have a culture, principles and procedures that are not in accordance with their own in certain circumstances (Fred & Krung, 2002). With the aforementioned in mind, social workers must find strategies that will help them balance intersecting systems (the self, the “client”/population and the agency) in order to maintain their professionalism, service their targeted population with the utmost integrity and humanity while not sacrificing their morals in a neo-liberal society consumed with “for-profit” values (Fred & Krung,
Cultural Competence is being able to engage in respectful and effective practice with diverse individuals, families, and communities, preserving their dignity and affirming their worth. A social worker should be aware of their clients’ cultural and environmental contexts, in order to know a client’s strengths, but cultural competence is never fully realized, achieved, or completed, but rather cultural competence is a lifelong process for social workers who will always encounter diverse clients and new situations in their practice. Social workers should have a knowledge base of their clients’ cultures and be able to demonstrate competence in the provision of services that are sensitive to clients’ cultures. Social workers should obtain education
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.
Culture is “a system of shared beliefs and values that develops within an organisation and guides the behaviour of its members” (Schermerhorn et al. 2011). It plays an important role in any organisation. For instance, in Woolworths we can se...
It is imperative that social workers become knowledgeable about their clients’ cultures and are culturally sensitive. In learning about their clients’ cultures, social workers need to be aware of how powerful and significant culture is in relating to clients’ behavior, values, and beliefs. Becoming culturally competent requires the ability to integrate awareness, knowledge, and skills while maintaining a positive working relationship with the client (Sue and Zane, 1987). Today, the concerns regarding cultural competency continue to accentuate the importance of preparing social workers for a diversified society.
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...
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).
It is a “pattern of beliefs, values and learned ways of coping with experience” (Brown 1994) that manifests itself into three layers: artefacts at the shallowest, values and beliefs in the middle and basic assumptions at the deepest. It is inseparable from the organisation that cannot be easily manipulated as it is fundamentally non-unitary and emergent. Finally, organisational culture is important as it is one of the main determinants as to whether a firm can enjoy superior financial and a comparative advantage over firms of differing cultures.
The social worker should be socially sensitive and respect the cultures of other people. For instance, some cultures believe that depression or sadness is a spiritual problem and may want to seek divine interventions from their religious leaders. As opposed to inventions social workers recommend, if the social workers fail to understand the belief of the clients then an ineffective intervention will be chosen. It imperative for the social worker to learn knowledge from these cultures for effective interventions. Third belief to barriers in social worker’s competence is the idea that clients’ needs to be cultural.