Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
Theoretical framework for organisational culture
Organizational culture , thesis
Organizational culture , thesis
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: Theoretical framework for organisational culture
What is organisational culture? One of the things that organisational culture is infamous for is its ability to be elusive whereby no distinct definition has emerged. However, there is a general agreement that it does exist and that it plays a critical role in shaping the behaviour within an organisation. As Scholl (2003) states, there is no denying that each organisation has its own unique social structure which drives individual behaviour in any organisation. Organisational culture is said to be influenced strongly by employees’ strengths, weaknesses, beliefs, values, real-life experiences, education and upbringing. Executive leaders in an organisation depict the organisations culture through their actions and different leadership styles and management approaches. Thus it can be said that all employees contribute to the organisations culture and can have a powerful effect on an organisations well-being and success. Driskill (2004) defines culture as “strong values, norms, and beliefs that guide action” and explores further when saying “…culture is a powerful determinant of the definition of situation and of rituals and procedures: Who speaks to whom? Who listens to whom, when and why? Corporate culture contributes many of the interpretive standards that affect writers’ choices of content, persuasive approach, and word choice.” As Price (2011) states, an organisation is both a formal and informal entity. The formal aspect is whereby the official structure and public image is visible in the organisations charts, records and reports. Parallel to this is the reality of action and power that is described as the informal aspect of an organisation. It too is seen as an elusive concept, making reference to the complex network of socia... ... middle of paper ... ...tions constitute the basis of the values, and the values in turn affect employees’ behaviour through norms”. Works Cited Brady, K. (2011). Freelance technical writers and their place outside corporate culture: high and low corporate culture styles. Technical Communication Quarterly, 20(2), 167-207. Campbell, J.-L.,& Göritz, A.S. (2014). Culture corrupt! A qualitative study of organizational culture in corrupt organizations. Journal of Business Ethics, 120(3), 291-311. Price, A (2011). Human resource management. United Kingdom: Cengage Learning EMEA. Schein, E.H. (1992). Organisational culture and leadership. San Francisco: Jossey-Bass. 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
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
O'Reilly III, C. A., Chatman, J., & Caldwell, D. F. (1991). People and organizational culture: a
Organizational Corruption and Power There are many challenges organizations encounter in attempting to increase productivity, satisfy consumers, and remain competitive. Successfully navigating organizational challenges will require leadership knowledge and skills, perseverance, integrity, and use of different types of power among others. The latter, use of different forms of power, if not carefully managed hold severe consequences for organizations, especially if it is used wrongfully whereby involvement in corruption occurs. According to Singh (2009), success or failure of an organization, increase or decrease productivity, motivation or demotivation, is a result of its appropriate or inappropriate use of power.
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 a feeling or climate conveyed. The purpose and function of this culture is to help foster internal integration, bring staff members from all levels of the organization much closer together, and enhance their performance.
J. W. Fairfield-Sonn, 2001, Corporate Culture and the Quality Organization. Quorum Books, Westport, Connecticut. pp35-54.
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...
In the 2008 Transparency International Corruptions Index, it was determined that Somalia is the most corrupt country in the world. If a business person were to engage in cultural relativism, such person may engage in unethical behavior – exchange bribes for contracts, for example – given that Somalia is a corrupt country. Although bribery may be common, there are other critical – yet sometimes overlooked – ethical issues that arise due to culture.
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.
Organizational culture can be defined as the glue that holds an organization together through a sharing of patterns of meaning. The culture focuses on the values, beliefs, and expectations that members come to share (Siehl& Martin, 1984). Organizational culture helps to contribute towards achieving the organizational goals, decision making processes, job satisfaction, employee motivation etc. It helps in uniting the employees of an organization.
Practical experience shows no organization is ever completely rule-bound: instead, all real organizations represent some mix of formal and informal. Consequently, when attempting to legislate for an organization and to create a formal structure, it is necessary to recognize informal organization in order to create workable structures. However, informal organization can fail, or, if already set in order, can work against mismanagement.
Corporate culture is the shared values and meanings that members hold in common and that are practiced by an organization’s leaders. Corporate culture is a powerful force that affects individuals in very real ways. In this paper I will explain the concept of corporate culture, apply the concept towards my employer, and analyze the validity of this concept. Research As Sackmann's Iceberg model demonstrates, culture is a series of visible and invisible characteristics that influence the behavior of members of organizations. Organizational and corporate cultures are formal and informal. They can be studied by observation, by listening and interacting with people in the culture, by reading what the company says about its own culture, by understanding career path progressions, and by observing stories about the company. As R. Solomon stated, “Corporate culture is related to ethics through the values and leadership styles that the leaders practice; the company model, the rituals and symbols that organizations value, and the way organizational executives and members communicate among themselves and with stakeholders. As a culture, the corporation defines not only jobs and roles; it also sets goals and establishes what counts as success” (Solomon, 1997, p.138). Corporate values are used to define corporate culture and drive operations found in “strong” corporate cultures. Boeing, Johnson & Johnson, and Bonar Group, the engineering firm I work for, all exemplify “strong” cultures. They all have a shared philosophy, they value the importance of people, they all have heroes that symbolize the success of the company, and they celebrate rituals, which provide opportunities for caring and sharing, for developing a spiri...
House et al. (2007) discovers that leadership and Organisational culture are closely linked together as leaders influence the culture of their organisations. Researches talk about a range of leadership definitions but it is not easy to define. (E.g. Western, 2008; Yukl, 2010). However, Cohen (2009) critically analyses definitions from Dracker (1996), Eisenhower (1969), Northouse (2004) and finally summarised the definition of leadership constitutes five elements. First of all, ask question to set direction, which means effective leaders need to listen to followers’ voice respectfully and then share the common goals and ideas with them. In addition, leaders need to seek insights and allocate resources optimally; act ethically; allow their employees to work in a conformable and most effective way. This essay will explain different leadership styles and how they influence the organisations with examples of organisations and leaders with main focus on well-known entrepreneur: Sir Alan Sugar. He grows from nothing to incredible success (£ 730 million), is a legend in the UK business history; his reality TV show “The Apprentice”, a great entertainment for recruitment appeals to the public without reasons. However, he as a person is controversial amongst people, probably due to his leadership style as bullying or harassment (destructive). There are four schools of leadership styles: Trait, behavioural, contingency and transformational. Nevertheless, in the case of Alan Sugar, trait and transactional styles match him which will be illustrated following in detail.
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).
This essay will set out to define what is organisational culture, examine the main attributes that characterise it and how cultural originate and develop within it. At the same time, this essay will also assess the importance of organisational culture to the financial performance and continued survivability of firms.
A strong organisational culture leads to higher organisational performance. Organisational culture can be defined as a total function of common beliefs, values, patterns of behaviour that are held and shared by the members of an organisation. It is also a valuable resource which can improve the competitiveness of a company and is used to distinguish the company (Barney 1986). From the 1970's the study of organisational culture has become an important issue and closely studied in the early 1980s. Since then, organisational culture has turned out to be one of the most important factors which affects the overall performance of a company.