Organisational culture can be defined as an influential and coherent collection of values and norms. It is often communicated through narratives, ancient legends and fictitious stories, the way things get accomplished in a specific organisation and the principles affecting an organisations procedures and practices towards members and consumers (Dwivedi, 2001). A ‘strong’ organisational culture differentiates itself from other types of cultures by, the majority of members holding the same fundamental beliefs and values as applies to the organisation. This essay seeks to critically analyse the statement- a strong organisational culture leads to higher organisational performance. It will draw on both the weaknesses and strengths of three key areas; strong culture as a social control system, ability to adapt in changing environmental situations and what leadership styles are most effective when it comes to superior performance levels. The basis of this argument stems from the idea that even though there might be a number of negative implications associated with strong culture organisations it its crucial to highlight that strong cultures are not completely restricted to enjoying higher organisational performance. It just means there are a number of factors that need to be taken into consideration when making the assumption that strong cultures will always lead to high levels of performance. Organisational culture as a social control system functions when representatives of an organisation have common expectations about principles or what is valuable, and how these principles are to be integrated in norms, through ones behaviour. While formal control methods are often systematized in the framework of rules and procedures, social co... ... middle of paper ... ...n organisations culture, leading to higher performance levels. When organisations are undergoing changes within a working environment, leadership style is a key ingredient to achieving the right outcome for when these changes are occurring and can have a significant impact on an organisations performance. When organisational leaders stipulate a well-integrated and efficient set of widely shared values, and beliefs that are strategically appropriate to an organisation’s objectives creating a ‘strong’ culture, it can lead to higher performance levels. Ogbonna and Harris (2000, p. 782) mention, “Leadership styles are strong predictors of both competitive and innovative cultures (which in turn are strong predictors of performance)”. A leader with the proper skills and vision can influence members of a company to make organisational goals and objectives their priority.
There is a variety of leadership styles that one can be identified as. They can be authoritarian, procedural, transformational, participative, or laisses-faire, each one possessing strong trait that make an individual a great leader. It is certain that each style carries its pros and cons; however, when properly applied, anyone can flourish into a well-rounder leader. Being a leader is about understanding organizational goals and applying effective methods to reach those goals. Goals that once achieved brings positive change to any organization. One cannot be a change agent without being a leader. Likewise, a leader without a vision for change will be ineffective and short-lived (Trybus, 2011). For the purpose
Leadership is defined as the action of guiding an individual or group of people. Effective leaders shape the behavior and thought process of the individuals around them. As a result, the success of an organization is often impacted by the leadership style and approach of its leaders. Even when engaging with multiple people, impactful leaders maintain their own style of leadership but occasionally change their approach based on the motivational needs of each individual. However, regardless of the style, leadership within an organization is designed to drive the performance of their employees and it is done through proficient communication. This guidance influences the culture of an organization, which subsequently, helps to shape its leaders.
Leadership style is a behavioral model that leaders use it to interact with followers. Leadership is a combination of providing direction, making decision, motivating sub-workers and achieving goals (Fertman & Liden 1999). Furthermore, Chemers (2007) asserted that leadership is the executive of organizational intelligence in which leadership effectiveness is linked to organizational performance. In addition, Obiwuru et al (2011) stated that the leadership styles are predictor to leadership effectiveness whereby leadership style in an organization is one of the factors that play significant role in enhancing or retarding the interest and commitment of the individuals in the organization. In this paper, we will concentrate on three leadership
A leader gets the job done by inspiring employees to do his or her best. By combining the best of leadership behaviors and traits, a strong foundation for a healthy organizational culture is created. As shown in the case study of Perot Systems, leadership styles of the past are no longer effective with ever changing business demands. Businesses require different leadership styles in relationship to their situations to make themselves successful now and in the future.
Leadership styles reflect a manner and approach of providing direction, implementing plans, and motivating people. Traditionally, effective leadership styles were thought of a one size fits all, leaders picked one approach and used it all situations. In today’s world, successful leaders recognize the style of leadership is relative to given situation, based on analyzing the employees and the organization. Leadership styles are most effective when the actions of a leader reflect what is best for individuals and the organization, simultaneously. Leadership styles ultimately affect human behavior, and according to James G. Clawson, change occurs at three levels: Level one leadership is focused on visible behavior patterns.
All organisations require management and management in turn, require a certain level of leadership abilities. The long-term success of an organisation depends on its ability to take advantage of the competences and knowledge of its employees. 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...
Establishing a strong culture considers, for example, how clearly and consistently ethical and behavioral standards are communicated and reinforced in practice. As such, culture is part of an organization’s control environment, but also includes elements of other components of internal control, such as policies and procedures, ease of access to information, and responsiveness to results of monitoring activities. Therefore culture is influenced by the control environment and other components of internal control, and vice
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...
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.
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).
Organisational culture is emergent and socially created by constant interactions of organisational members with their environment as well as with each other. Looking at the former, Schein (1985) defines culture as learned solutions to problems that arise from positive problem-solving situations, be it problems of “external adaptation” or “internal integration”. Essentially, when confronted a problem that threatens the continuing survival of an organisation, members of the organisation would try out various responses until they discover one that most effectively remedies the situation. This solution, once accepted, is absorbed into the culture and becomes a cultural norm. For the latter, culture also emerges as a way for members to cope with environmental anxieties. For example, in order to cope with the stress of their occupational responsibilities and develop an effective way to communicate their points with each other, members of an organisation may develop their own jargon and language, which then becomes an implicit cultural
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).
The topic of organizational culture starts with defining organization that is a group of people working side by side in other to achieve a goal and this involves the culture, to have to enough knowledge to maintain a balance with cultures implementing the right tools in other to succeed. Through history we saw a lot of theories that talked differently in managing the organizational part and the people itself. Having in mind that the organizational cultures need to take in consideration de cultural, ethics and decision making techniques.
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...