Influence Of Culture And Power In Organisational Behaviour

An influence of culture and power in relation to an organisational behaviour

Organisational behaviour (OB) focuses on what people do, examines why they do it and applies an evidence based involvement strategy to improve what people do within a work setting, such as ACT Pathology (AP). Organisational culture (OC) focuses on a shared of values and beliefs that express how people within an organisation are expected to reflect, act and relate to one another such that there is right and expressive behaviour (Duckett & Wilcox, 2011; Robbins, Millett & Walters-Marsh, 2011). Organisational power (OP) focuses on the ability of an individual to influence people decisions and many more consequence (Benton & Maloni, 2005; Richardson & Vandenberg, 2002

AP management have address this culture by a numeral of strategies: Firstly, a job statement supports prompt shared goals and values (Kiffin-Petersen & Cordery, 2003; Mallack& Lyth, 2003). By accommodating this goal, it gives purpose and connotation to what employees do (Mallack& Lyth, 2003). It allows for more individual confidence on staff to take accountability for their own health care (Robbins et al., 2011 & ACT Health, 2011-2014). Secondly, education and awareness programs for new employees and enduring by the code of conduct is imposed by managers to promote satisfactory behaviours (Narimawati, 2007; Johnson et al., 2005). Studies in the medical workforce suggest, the instituting of clear values and expected behaviours by managers is a dynamic strategy to improve proficient behaviours (ACT Health, 2011-2014; Walshe & Smith, 2011). Thirdly, yearly staff assessments employed in AP has enabled managers to evaluate employees presentation and productivity (Lalwani et al., 2006). A reward system that distinguish staff effort at work have been formed by managers to enable opportunities for staff to join conferences and roundtables to further skills and education (Kiffin-Petersen & Cordery,

In the business world, management structure determines the behaviours, attitudes, dispositions and ethics that create the work culture (Mallack & Lyth, 2003, & Wu & Hsieh, 2011). If a company 's management is strictly hierarchical, with decision-making power centralised at the top, company 's culture will likely reflect a lack of freedom and autonomy at the lower levels (Mallack & Lyth, 2011 & Richardson & Vandenberg, 2002). If the AP management structure is decentralised, with shared power and authority at all levels, the culture is likely to be more independent, personalised and accountable (Daniels, 1989; Narimawati, 2007). How the company allocates power and authority determines how employees behave (Burns et al., 2012; House, Hanges, Javidan, Dorfman & Gupta, 2004). Additional measures that might be taken by managers to divide workplace culture include direct measures such organising interviews and staff assessments (Cohen & Keren, 2008; Pilbeam, Badrick, & Ridoutt, 2013) which are not routinely employed in our