Organisational Culture.
Part 1
Defining Organisational Culture.
Organisational culture firstly refers to the values and behaviours adapted by employees which create a unique social and psychological environment within the organisation. Organisational culture includes methods, procedures perspectives and goals that define the organisation and the nature of the organisation.
Organisational culture is shown in the way the business runs its everyday operations and how it deals with different interactions it has with different stakeholders such as the Directors, Employees and Customers just to name a few.
Hofstede's cultural dimensions theory
The Hofstede theory shows how society affects its individuals via its development of values and morals by setting norms that it believes should be the accepted ones and should be the ones that are followed. In South Africa the cultural customs passed down from generations are linked with customs adapted by society and these same customs affect how employees work in organizations.
-Power Distance Index.
This is the degree to which less influential stakeholders accept that power is not given to each stakeholder accordingly and that other stakeholders are given more power. This is the case in certain organizations in certain industries where employees are considered lessor than Stakeholders such as Director’s due to factors such as intellectual skills that directors are assumed to possess.
-Individualism vs Collectivism.
In an individualistic society the emphasis is placed on personal dominance and personal rights hence the focus is on the individual alone. Individuals are expected to do things for themselves and by themselves.
In a collectivist society the opposite occurs individuals act as members...
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The Model is further subdivided into four cultures.
-Work hard, play hard culture.
This culture is linked with high reward and low risks. This culture would result in stress as a result of the amount of work rather than uncertainty’s of the work this would mean that within the organization employees would have difficulties with the work load rather than with the actual work.
-Tough-guy macho culture.
This culture is linked with both high reward and high risk. This culture would result in stress as a result of the high risks involved with the work. This would result in the organization having employees concerned with the high risk associated with the type of work with the focus on current occurrences rather than prospective ones.
-Process Culture.
This culture is linked with lower risk and low reward. This culture would result in a comfortable working evironment
This culture is real and effective because it brings everyone on board as it builds relationship between the various organization levels vertically or horizontally depending on each firm as well as directly influencing the employee have the confidence in their work because they...
Geert Hofstede performed the most lauded research on The Dimensions of Culture theory. His findings and the model that he created were outlined in his 1980 book “Cultures Consequences.” The work was met with both acclaim and disregard from fellow academics. Hofstede’s work is generally quoted and cited without any hesitation even today and his model is still widely used the main guideline for dealing with human resources from a cultural perspective.
Geert Hofstede, Culture’s Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations. Second Edition, Thousand Oaks CA: Sage Publications, 2001
Hofstede, G. (1980). Culture's Consequences: International Differences in Work-Related Values. Beverly Hills, CA: Sage Publications.
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.
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
As we learn from the case study, the Lincoln Electric Company is the largest global manufacturer of machines for welding, which are used in all kinds of construction projects. This means that the company has a large global presence and many employees, so its culture affects thousands of its workers. Even though it is now 2014, the company still has a large market share and very satisfied employees, so clearly the culture leaves employees satisfied and motivates them to work hard for the company.
Organizational culture is imperative to the success of the organization. The strength and core values of the organization is supported by the organizational culture. This allows for organization to operate in a specific manner that is specific to that organization and can pave the path for success. Company founders are passionate about their vision and mission and they elude that passion into their employees. When that passion and mission is successfully implied to the employees the company strives in it 's path to success.
The culture of a human service organization (HSO) impacts the managers, workers, clients, and all entities interactions. Culture is created and influenced by varies aspects and can be positive, negative, or a combination of the two. This paper will discuss the impact of culture and learning within an organization, and how it relates to supervision, personality differences as well as risk and safety as it relates to culture.
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.
This type of culture results in lack of communication, lack of direction towards a common objective/goal and lack of commitment to the To ensure all the employees are competent, they need to develop a system to measure this competency. For example, they can do assessments to gauge competency. Besides that, they should provide compulsory and supplementary training to their employees to add in value and skills. Mentoring systems also can be implemented to ensure sharing of knowledge and experiences. Performance Rewards.
This essay gives a basic idea of what organizational culture is, and emphasis on the controversial issues of managing organizational cultures. As there are various definitions for organizational culture, and none of them are universally agreed. Therefore, for an easier understanding by readers, the definition of organizational culture given in this essay focusing on levels of culture, and will be discussed t together with Schein's(1983) framework. Before talking about managing organizational cultures, the types will be introduced first. Because, there are some descriptions about managing different types of organizational cultures, in the following content.
The Hofstede model of national culture differences, based on research carried out in the early seventies, is the first major study to receive worldwide attention. This influential model of cultural traits identifies five dimensions of culture that help to explain how and why people from various cultures behave as they do. According to Hofstede (1997) culture is Ù[ collective programming of the mind? This referring to a set of assumptions, beliefs, values and practices that a group of people has condoned as a result of the history of their engagements with one another and their environment over time. In this study, culture refers to a set of core values and behavioural patterns people have due to socialisation to a certain culture. The author̼ theoretical framework will be applied to compare differing management practices in China and the West. The five measurements of culture identified by the author are:
Organizational culture is the key to organizational excellence and leadership is a function to create and manage culture (Chen 1992). Organizational researchers have become more aware of the importance of understanding and enhancing the cultural life of the institution. "This study is one of a group of companies with high-performance in North America, interest in organizational culture is an important element in organizational success. Tesluk et al (1997). Looking at the" soft "of the organization, the researchers claim that" the organizational culture may be suitable for a means to explore and understanding of life at work, and make them more humane and more pronounced (Tesluk et al, 1997), and the graves (1986) also stressed the importance of corporate culture, and the need for research strategies and methods of investigating the various elements and processes of the organizational culture. He argued the culture that meets the basic needs of belonging and security in an attempt to describe this gathering that culture is "the only thing that distinguishes one company from another gives them coherence and self-confidence and rationalises the lives of those who work for it. Standard that may seem random, is to enhance the life to be different, and safe to be similar, and culture is a concept that provides the means to achieve this compromise (p. 157).
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.