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The term Organisational culture is not readily defined. It is a loose term and has a different meaning in different situations. I understand the term as; the way an organisation is run. Take the word itself, organisation. Picture it as an organ in the body. Each one provides a different service, it works in different ways, has different shapes and structures, and needs different vitamins and minerals in order to be successful in doing its job. This is the same for an organisation in business. Each organisation will need a different structure or ‘culture’ to suit itself and the people working in it, in order to be successful. A more informal approach to the term might be ‘the way we do things around here’.
Organisational culture can be looked at in two ways, as an outcome and as a process. The outcome describes the behaviour people have in an organisation that relates to the way the person performs tasks, treats its employees and customers, solves problems and resolves conflicts, i.e. the way in which the person carries out their job. The process, creates the behaviour people have when carrying out their job. Here, it is defined as the informal values, attitudes and the norms that control the way people behave in an organisation. Each outcome or process will determine the way in which an organisation is run. (managementconsultingcourses.com/lesson35organisationalculture.pdf)
In order to fully understand the organisational culture, I will be looking at four types of well-known cultures (C. Handy); I will look at the club culture in depth, and summarise the role culture, the task culture and the person culture.
Firstly the club culture; an organisation which is run by a club culture can be described structurally as a spider web (C.Handy). It resembles a web by the way in which there is a boss or a leader. The person who plays this role will be in the centre of all the workings of an organisation. Similar to the way a spider web works there will be lines connecting from the centre to the outside. These lines represent responsibility and division of labour. They are all closely connected to the boss. An example of an organisation that uses this kind of culture would be Virgin, run by Sir Richard Branson. He has a close team surrounding him whom he directs and whom in turn direct other managers and so on, exactly like the rings on a spider web.
Organizational Culture Organizational culture is important in a business. The culture are the norms under which the company operates and are often found in stories, rituals, symbols and language (Robbins and Judge, 2012). The Court transfers culture by way of stories, ritual and language. As a new hire in the court, orientation includes an explanation of how and why the court system was established and to embrace changes a given constant.
Organizational Culture and Structure Successful organizations recognize the impacts of organizational culture and its influence on many facets of business. Strong culture serves to support a business’ structure and furthers its efficiencies by keeping the focus where it belongs. Organizational structure uses the company’s culture as a moral and visionary compass. Both organizational culture and organizational structure play significant roles in a company’s resulting ethics, job performances, and retention rates. Ethical Effects Organizational culture is the basis for which ethical behaviors are established.
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 culture is becoming increasingly understood as an important element in the establishment of high performance workspaces (Carroll, 2010). The organization’s prevailing behaviors, artifacts, beliefs, attitudes, as well as values all make up its culture and help in creation of a sense of commitment, continuity, and order. Culture applies to the organization as a whole as well as numerous subcultures within the departments. Development of a diagnostic instrument with demonstrated reliability and validity has been done to classify organizations into different cultural types. The four types of organizational culture developed are collaborate (clan), control (hierarchy), compete (market), and create (adhocracy). Each has different characteristics when it comes to operation, which correlates with different qualities and features of the organization’s environment. Assessing the culture and subcultures of an organization provides the designers and planners of the workplace with a foundation on which they can structure an environment that supports its expression and function.
According to Edgar Schien a prominent theorist of culture, organisational culture is the collectively learned basic assumptions and beliefs of a group. Elements of organisational culture can include: (a) stated and unstated values; (b) customs and rituals; (c) dialect/terminology (shoptalk) unique to a group; (d) overt and implicit behavioural expectations; and (e) metaphors and symbols. The military is an example of organisational culture with subcultures such as Air Force, ARMY and Navy.
Another idea created by Johnson and Scholes (1997) is the cultural web. This aims to show how culture influences on behaviour occur and how this impacts on the organisation. The cultural web focuses on artefacts, which are defined by Dwyer (2001) as the “most visible and most superficial manifestations of an organisational culture” These include routines and rituals, stories, symbols, power structures, organisational structures and control symbols. Firstly, routine and rituals comprise the repeated patterns of behaviour from the workers. Routine is how employees behave towards those in and out of the organisation and supports Deal and Kennedy’s (1982) saying of “the way we do things around here”. Rituals, on the other hand, are more so social events which management arrange e.g. work meetings, Christmas parties. Another artefact is stories. Often colleagues will tell each other stories about the organisation which show and emphasise important qualities of staff. This will influence their behaviour and motivate. Symbols are often used in firms which Dwyer (2001) explains as “words, objects, conditions, acts or characteristics of persons that signify something different or wider from themselves, and which have meaning to an individual group” This even include the layout of the business and furnishings. Organisation structure is included in the cultural web. This is important as it is how the business delegates work and responsibility. It reflects the “centralisation, formalisation, complexity, configuration and flexibility in the firm” (Olsen et al, 1998, p, 211). Lastly, is control systems. This helps to control what is happening in the firm. Together, these make up the outer layer of a business’s ‘cultural web’.
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...
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.
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...
...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.
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.
Culture can be defined as the beliefs, values and the pattern of behavior of an individual within designated areas. The culture of organizations defines shared values and behavioral expectations. Cultural issues are especially basic issues all around the globe. These issues can happen in various routes relying upon the size, area and the custom culture of that institution. Social issues happen even because of the states of mind and how each individual comprehend in diverse business environment. Today, the corporate administrations and rising business firms have chosen to give the essential attention on trainings and classes at the multicultural working environment that will help them to understand and create
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...