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Impact of culture on organisational structure
Factors affecting organisational culture
Impact of culture on organisational structure
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Ultimately, the impossibility of a genuine coordination between the economic plans of different private companies is not due- as bourgeois economists claim –to the uncertainty and discontinuity of technical progress but to the fact that behaviour which is rational for individual companies can lead and periodically must lead to irrational results for the economy as a whole.
Ernest Mandel: Late Capitalism
Abstract
The dichotomy posed by Mandel goes to the root of every corporate plan and every CEO’s concern. Professional bodies like the All India Management Association and business collectivities like the various Chambers of Commerce have been grappling with this for decades now, and with very little success too. Given
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Culture, in its simplest meaning, is the sum total of how an organisation accomplishes all that it has to do to fulfil its purpose or mission. Culture can be observed in the many ways that things are done, in the processes that everyone in the organisation knows must be followed for work to be accomplished. Culture is embodied in the phrase: "This is the way we do things around here." Management researcher and writer FonsTrompenaars defines culture as the way in which a group of people solves problems and resolves dilemmas. This view is a very hands-on, pragmatic approach. Geert Hofstede has described culture in a somewhat more philosophical way: culture is a deeply rooted value or shared norm, moral or aesthetic principles that guide action and serve as standards to evaluate one 's own and others ' …show more content…
These four elements viz. strategy, structure, people and process, flow from a clear statement of the organisation 's mission or purpose. These are the four elements that leaders, managers, supervisors and employees at all levels must formulate, shape, integrate and manage. Through the interplay of these elements, the culture is formed and reinforced. (a) Strategy sets out how resources will be focused and applied to accomplish the organisation 's mission. (b) Structure determines how the organisation will arrange itself to carry out this strategy to ensure the mission is achieved. (c) People are deployed within the structure to carry out the required work. (d) Process entails the procedures, the "hows" of work and the way the organisation actually
Biernacki, Richard, and Ellen Meiksins Wood. “The Origin of Capitalism.” Contemporary Sociology 2000 : 638. Print.
Fredrick Engels takes an historical materialist approach regarding the capitalist mode of production in a passage entitled Theoretical. Engels discusses the drastic separation between the bourgeoisie and proletarians as the feudal system shatters, allowing the notorious bourgeoisie to rein freely (Engels 292). This essay will begin by examining what historical materialism means and its connection to production and exchange, outlining the basic contradiction in capitalism according to Engels, as well as, analyzing the two contradictions that arise from the fundamental contradiction. Finally, the paper will conclude by demonstrating what Engels conceptualizes as the outcome of the historical development of capitalism, emphasizing how society can achieve this and what consequences will emerge if
...anging. They rely primarily on communication, rules and regulations, and equality/fairness. Without these three things an organization will be severely lacking due to the lack of employee morale and cohesion within the workplace.
Robbins, S. P., & Coulter. M. (2014). Management (12th ed.). Retrieved from: Colorado Technical University eBook Collection database.
This is visible in multiple aspects such as the associate - sponsorship program, the internal memo that describes the kinds of leaderships and its roles and responsibilities and four guiding principles of organizational culture.
In his book Organizational Culture and Leadership, Schein defines the culture as: “The climate and practices that organizations develop around their handling of people, or to the espoused values and credo of an organization”.
Each organizational element relates to one another. They have a building block effect where each element depends on the one before it in order to exist. The "organizational efforts (inputs and processes) contribute to organizational results (products and outputs) and these contribute to societal consequences and payoffs (outcomes)" (Strategic Planning in Education, 23).
Culture is a set of beliefs, values and attitudes that a person inherits from a society or a group that they are in and they learn how to view the world and how to behave, these principles can then be passed down from generation to generation so that the culture that has been inherited can live on for
...a structure, which is flexible and allows people, ideas and information to flow from one part of the organisation to the other. Another is to ensure groups have the autonomy to follow ideas through and to listen to the ideas of others. The appropriation, application and implementation of ideas, whether they are internally or externally generated, is the key.
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.
Karl Marx, in the Capital, developed his critique of capitalism by analyzing its characteristics and its development throughout history. The critique contains Marx’s most developed economic analysis and philosophical insight. Although it was written in 1850s, its values still serve an important purpose in the globalized world and maintains extremely relevant in the twenty-first century.
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.
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).
First of all, organizational structure determines the hierarchy, the levels of communication, and how job tasks are formally divided, grouped and coordinated within an organization (Langton, Robbins, & Judge, 2013). There are six key elements that managers need to address when they design their organization’s structure: work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization (Langton et al., 2013). The way in which an organizational structure is constructed and implemented can affect company productivity.
The manager should be able to select and know these factors. As organization is created systems by people, the internal factors are mainly the result of management decisions. Not all of the internal factors are completely controlled by the management. Organization is influenced by many environmental factors. In the new millennium we have to learn how to live in a market economy. And the most important condition for this is a highly skilled managers. Ability to identify and analyze the internal elements of the organization and external factors is the key to the success of the business. The main factors in the organization that require management attention are objectives, structure, tasks, technology and people. An organization can be seen as a means to achieve the objectives that allows people to perform collectively what they could not carry out individually. Goals are desired outcome, which aims to achieve a group working together. The main objective of most organizations is profit. Income is a key indicator of the organization. People are the basis of any organization. Without people there is no organization. They shape the culture of the organization and its internal climate. They determine what the organization is. Manager generates frames, establishes a system of relations between people and include them in the process of