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.
A number of studies have shown that organisational culture does make difference with respect to long-term performance. For this to happen, the culture must be rare, adaptable and non-imitable. Even though Organisational culture is manageable, the direction and impact will not always be subject to full control. This will imply that many leaders need to rethink how they view the organisation, how they set the strategic direction, and how they manage people processes in their organisation.
This assignment will focus on organisational culture in AstraZeneca, Lund, Sweden.
Theories of organisational culture
Organisational researcher originally focused strongly on the surveying of the corporate climate, but in the 1980s, the organisational climate concept was to some extent replaced by concept of organisational culture. Climate was redefined as the visible expression of organisational culture. Organisational culture is said to mean, for example, an organisation’s values, an organisation’s generally accepted system of meaning or an organisation’s operating philosophy.
According to Schein’s theory, organisational theory, organisational culture is defined as “A ...
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...ow they view the organisation, how they set the strategic direction and how the manage people process in their organisation.
This assignment also shows that organisational culture makes a difference. There is a time and place fro everything. Now it is perhaps the time for many leaders to move from the past years “build to sell” activities towards a “build to last” philosophy involving capitalising on the intangible assets and the cultural side of the organisation. Leaders have to build cultures that endure and adapt through multiple generations of leaders and product cycle. And finally, they have to preserve the core of the organisational culture as an anchor point in changing and uncertain time.
2. Brown, A., Organisational Culture, second edition.
3. Schein, Edgar, Organisational culture and leadership, Second edition.
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