Bart and Baetz’s (1998) in-depth study showed that the prese... ... middle of paper ... ... 10-13. Campbell, A., & Yeung, S. (1991). Creating a sense of mission. Long Range Planning, 24(4), 10-20 David, F. R. (1989, February). How companies define their mission.
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Introduction The changes endured by Coastline occurred in the very specific context of privatisation. In this perspective, clashes of paradigms are common, in particular in the way knowledge is viewed and exercised as well as between the past and present goals of companies engaged in such process. As described by Grey and Mitev (quoted in Wilson, 1995, p.59): “If ‘post-industrial society’ does offer the possibility of decentralization of work and industrial structures, as well as an increase in the quantity of information and/or knowledge, it is important to remember that these changes have emerged in particular circumstances, that is, the countervailing tendencies towards (re)centralization of overall control; an increasing privatization and commercialization of social life; a commodification of information and knowledge; and an extension of surveillance and control”. In the Coastline Electric case, this tensions result in a radical change of the place of engineers in the company, and how their knowledge is being recaptured by other staff while engineers embark on totally different day-to-day tasks. Described by Bowen and Lawler (1992) as “a means to enable employees to make decisions” (quoted by Erstad, 1997), this question addresses the wider issue of knowledge distribution as well as the issue of the amount of power legitimated by this knowledge as demonstrated by Burns (2000) in a post-modern view of power as a constructed reality which allows the dominant groups to impose their will on others.
The reality is that the norms have changed and that managers have to face a new set of challenges. One of these challenges is diversity. Factors such as legal and demographic changes have contributed to the prevalence of diversity in today’s workplace. More importantly, the necessity for organizations to be present and competitive on a global scale have long been the underlying motivation behind diversity management. Organizational diversity, in fact, can take different forms, whether legal, moral or strategic.
Strategic (Johnson & Scholes, 1997) “Strategy is the direction and scope of an organisation over the long term, which achieves advantage for the organisation through its configuration of resources within a changing environment, to meet the needs of markets and fulfil stakeholder expectations”(Johnson & Scholes, 1997). To Johnson and Scholes (1997), there are four main characteristics of strategic decision. 1) They are more inclined or accompanied with long term organisation decision. 2) Decisions are more concomitant with the scope of organisation activities. The strategic scope covers most of the biggest problems the organisation face.
Firms trying to position themselves as global players face problems such as the cost of building a simultaneous presence in several product areas and foreign markets. They must also be able to manage cultural difference and be able to carry out effective cross-cultural communication. Global skills must be an integral part of an enterprise; these skills must be integrated throughout all operations of the company. Managements handling of diversity will be the most significant factor affecting MNE’s success in the global marketplace. Whether a company is concerned about the supervisors of minority employees, world trade, joint ventures or global economic cooperation, culture will have a great impact on the relationships and the operations.
Bibliography Cohen, Steven and Eimicke, William. The New Effective Public Manager, Jossey-Bass Inc. San Francisco, CA, 1988 Denhardt, Robert. Public Administration, Harcourt & Brace Co., Orlando, FL, 1999. Falcone, Paul. 96 Great Interview Questions to ask Before you Hire, American Management Association, NY, New York, 1997 Greenberg, Jerald.
In an increasingly competitive environment, organisations must motivate its employees and encourage initiative within the organisation. This new organisational climate requires more than a traditional manager and organisations must find ways to develop leadership skills in order to increase effectiveness and to stay competitive. In any organisation leadership is often argued to be a critical factor for success or failure. It can also be said that a leader can be a manager but a manager is not always necessarily a leader (Gandz, Crossan, Seijts & Reno 2014). It is therefore vital for organisations to recognise traits and techniques that defines a success... ... middle of paper ... ...rson & Rowland 1973, p. 407).
Linking with the above definition, organizational culture can also be indicates by Brown (1998) as the kind of beliefs, values, and learned ways of subsist with experience that have established during the course of an organization background, and which suppose to be explicit in its material arrangements and the members behaviours. In Schein (1992), organizational culture is extremely difficult to change, outlasting organizational products, services and other attributes of the organization. In general, there has one ar... ... middle of paper ... ...2). Conclusion Based on the above shows that organizational culture does play an important role and may affect the performance of an organization in a meaningful way. However, it is simply hard to debate whether which culture would be the best.