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Introduction
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.
This essay gives a basic idea of what organizational culture is, and emphasis on the controversial issues of managing organizational cultures. As there are various definitions for organizational culture, and none of them are universally agreed. Therefore, for an easier understanding by readers, the definition of organizational culture given in this essay focusing on levels of culture, and will be discussed t together with Schein's(1983) framework. Before talking about managing organizational cultures, the types will be introduced first. Because, there are some descriptions about managing different types of organizational cultures, in the following content.
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.
Definitions of organizational cultures
There is no standardized definition of organizational cultures. However, most of the writers of organizational cultures would probably agree that organizational culture is the shared beliefs, values and behaviours of the group. Geert Hofstede (1991) has discussed the characteristics of organizational cultures are:
Holistic: referring to a whole which is more than the sum of its part
Historically determined: reflecting the ...
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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.
Basically, organizational culture is the personality of the organization. It is one of those terms that are difficult to express distinctly, but everyone knows it when they sense it. For example, the culture of a large, for-profit corporation is quite different from that of a hospital, which is in turn quite different from of a university. You can tell the culture of an organization by looking at the arrangement of furniture, what they brag about, what members wear, etc. -- similar to what you can use to get a feeling about someone's personality.
Organizational Culture: Organizational culture consists of parameters that members share and hold in common and implies structural stability and is embedded throughout the organization’s language, customs, traditions, ritual and policies. One can tell an organization’s culture by looking at what people wear, what time they come to work, what they brag about, even by how office space is distributed. The study of culture may focus on decoding artifacts such as organizational taboos, jargon, metaphors, humor, gossip, and any concepts that underlie the informal relationships between operators, managers, executives and their clients
Edgar H. Schein, Professor Emeritus in the Sloan School of Management at the Massachusetts Institute of Technology has once mentioned, “Organizational culture is a pattern of shared basic assumptions that was learned by a group as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.”1
Culture is one of the most complicated words in the English language (Williams, 1983). The word organization culture was introduced by Pettigrew (1979) however the term was widely spread due to the work of Deal and Kennedy (1982). It was at the beginning of the 1980s after the publication of the Business Week article on corporate cultures when various scholars began paying attention to the concept of organization culture and since then thousands of definitions came to life. The term is used to describe the pattern of values, norms, attitudes, shared believes and assumptions that may have not been articulated but that shape the way employees behave and how things get done in an organization. (Armstrong, 2014).
In his book Organizational Culture and Leadership, Schein defines the culture as: “The climate and practices that organizations develop around their handling of people, or to the espoused values and credo of an organization”.
Organizational culture is an impression of the imparted objectives, qualities, and beliefs of an organization (Bateman & Snell, 2011). Managers and leaders assume a part and are answerable for making and keeping up a healthy organizational culture. Managers and leaders push these social values all around the organization by consistent support. Managers and leaders should be extremely dynamic in development, ethics, and client service, and they must work in this field for a long time. It is vital for managers and leaders to make and keep up a sound organizational culture through individual actions.
An organizational culture is defined as a set of assumptions, values, and beliefs shared by members of an organization (Stojkovic, Kalinich, & Klofas, 2013, p. 250 & 251). These shared traits develop
Organizational culture has a deep impact on how organizations run their businesses and how they can do it well. Organizational culture is a system of shared assumptions, values, and beliefs, which governs how people behave in organizations. These shared values have a strong influence on people throughout the organization. For instance, it can dictate how people dress, act, and even perform on the job. Each and every organization creates and develops a culture, which provides guidelines and behaviors for the employees throughout the business.
...l man who enables others to think and do in his way (role model) and his employees work him for unconditional loyalty (e.g. his PA), also, adopt a fair system of rewards and punishments; however, as a leader sometimes he just needs some transformational styles which respect and communicate with followers equally rather than forced them to shut up rudely. As for organizational culture, the article obtains further understanding that some factors attribute to detect cultures existed in an organisation, communication system, for example. As a result, it can be identified that his culture not only can be classified as power but task. Moreover, due to the changeable outside environment, compounded and flexible cultures seems to be a better way for an organisation’s sustainable development. Therefore, leadership is tightly related to organizational culture.
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...
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...
Organizational culture is very important and impactful on performance, employee morale, retention, commitment and productivity, and makes a difference. Organizational culture is a method of shared assumptions, values, and beliefs, which leads how people behave in organizations. These shared values have a powerful influence on the people in the organization and mandate how they act, dress, and perform their jobs. Its important that organization culture fits with organizational strategic choices.
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 alludes to the qualities shared by organization supervisors and partners. It incorporates shared presumptions, convictions, qualities, standards and dialect designs. Notwithstanding