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Essays on culture in an organisational context
How does culture impact on an organisation
Reflection on organisation culture
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1.1 INTRODUCTION Organisational culture is a key issue in any organisation, according to Mats (2012), it is central in all dimension of an organisation. Culture focuses on values, beliefs and expectation that company members come to share (Joanne, 2002). Corporate culture receives attention most times; however, there is lack of deeper understanding of how organization functions in terms of culture (Mats 2012). Schein (1985) suggested the view of culture in three levels, from the shallow to deepest. The three levels were Artefacts (which is the most visible of the organisation’s culture), Values (great level of awareness) and finally Assumptions (the part of culture that is most ignored). Schein (2010), further explained culture as a pattern of basic that has worked well enough to be considered valid and therefore, to be taught to new members as the current way to perceive, think and feel in relation to these problems. In addition, Culture is hard to explain precisely as it is developed over a period of time, which has an impact on individuals and group behaviours and actions (Mullins and Laurie 2013). There are different views of culture; however, the two major ones are Managerial and social science views (Pia 2013). The managerial view sees culture as an object; they see culture as a tool of management, which can be manipulated to achieve performance. While the social science see culture as a metaphor; which is an awareness of diversity of cultural assumptions & values underpinning different behaviours. Mullins and Laurie(2013) explained that organizational culture is formed based on factors such as History behind the creation of company, Primary function and technology, leadership, environment and strategies. The report explo... ... middle of paper ... ...ke the Apple’s employees. Given the widespread of organizational influence, there are many reasons to be concerned about how and why Organizations function. The value of organizational behaviour is that it isolates important aspects of our daily interactions with people and offers specific perspectives on interrelation of the human context: people as Organizations (such as Apple Inc. in this case), people as resources, and people as people .In addition, all these lead to an ultimate goal of improved productivity; have people perform at full potential, and reward workers for performance. There is a general increase in the need for effective leadership in today’s Organizations. In order to better motivate, guide, and direct employee teams, leaders require specific skills and expertise in behavioural studies to change their environment and the organisation as a whole.
The Effects of Organizational Structure, Culture and Management Style on the Performance of a Business
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.
Organizational Structure and Culture Introduction/Discussion Organizational Structure and Culture are two important pieces in any business. Structure and culture are intertwined. In my present and former organizations I had the pleasure of participating in reorganization which allowed a distinct observation point, and came to realize that my opening statement is very much true. Looking at both these areas in comparison to what our text might offer, rightly so, Fischer (2012) has linked both structure and culture to covenantal obligations. Organization Structure Authority originated with God.
Organisational Structure, Culture, and Management Style of a Business C2 An Analysis of How the Organisational Structure, Culture And Management Style of the Business Affects its Performance and Operation and Help It to Meet Its Objectives The organisation structure of Wednesbury IKEA The organisation structure in the ‘Appendix section’ belongs to the Wednesbury branch of IKEA. Wednesbury IKEA is a large formal organisation and it is best suited to a hierarchical organisational structure. This is because; there are more employees as it goes downwards from each level.
For the last years it is widely known that “Due to payments of sick leave benefits, loss in productivity, the cost of finding temporary staff and loss of labour income, absence is indeed a costly phenomenon for society, firms and the individual people” (Andersson et. al., 2010) Andersson’s statement supports the case study that is being analysed “Sick leave costing employers”. Several management problems can be identified in the case study, e. g. Ethical problems, poor organisational culture, absence of positive leadership, lack of communication, just to mention some of them. Poor organisational culture must be a priority to any company, since it sets the foundations of the 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.
Definitions of organisational culture has ranged from “observable behavioural rules” (Van Maanen & Schein, 1979) and “dominant values” (Deal & Kennedy, 1982) to as “a means of stabilising behaviour” (Graves, 1986) for internal bonding while “keeping outsiders away” (Kramer & Foy, 1974). Most commonly, it is seen as “a set of key values, assumptions and norms shared by members of an organisation and taught to new members as correct” (Duncan, 1989; Smircich, 1983) or as “the way we do things around here” (Schein, 1985). It is important to note that there are differences in how one sees culture as well. One can see culture as a variable – something the organisation owns and can manipulate. Another sees culture as the organisation itself that is shaped by everyday life.
If a business wants to grow and be profitable, it requires an organizational structure so as to ensure that there are enough human resources with specific responsibilities within the company to accomplish its aims. A good organizational structure could help a company to increase its productivity, enhance the communication among its employees and employers, and inspire innovation; in other words, to create a labor environment where people can work effectively. (Faith Technologies, 2011) However, each company adopts its own organizational structure depending on its objectives. In our case, Apple Inc. and Samsung Electronics have different organizational compositions.
Company culture can be summed up as a scheme in the field of organizational management studies and research. It is a combination of approaches, experiences, attitudes, beliefs, policies, values and psychological thoughts which go into an organization. Organizational culture is a collection of norms which people in an organization abide to. The set of principles, ethics and morals can be collectively called as the base of an organizational culture. Hierarchy is an important factor which acts like a mechanism towards the growth of an organization's culture. Organizational culture is shared by all and is widely regarded as a symbol of its cultural unity.
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.
Samuel Chand argues, “Culture—not vision or strategy—is the most powerful factor in any organization.” The basis of Chand’s argument demonstrates the potency culture possess over an organization. The way in which an organization behaves bears greater importance for success than anything else. Just as a person will not betray their true self, neither will an organization. As a result, more time should be spent cultivating an organization’s culture. Mike Smith advises, “You should spend more time on building your culture than on everything else.” The basis for Smith’s advise is that culture will ultimately decide whether or not an organization will be successful in its mission. Thus, it is vital for a leader to focus greater energy on developing a healthy
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.
Traditional organizational Structure Is known as called a hierarchical structure is similar to a managerial pyamid where the hierarchy of decision making and authority goes from the strategic management at the top down to operational management and non-management employees. (Techrepublic, 2015) Challenges In spite the fulfilment of many Internet-based applications, health care company can look forward to face many problems as they try to apply these technologies to acquire their strategic visions. They will face obstruction to, and restrain on, organizational alter, as well as being unsure about the efficacy and effects of Internet-based applications. Opposition to alter can come from refusal of the need to alter, the lack to manage alter,
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...