Management Study Guide, 2016 ) And Their Definition Of Organisational Culture

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A definition I came across for culture was “The attitude, traits and behavioural patterns which govern the way an individual interacts with others is termed as culture.” - Management Study Guide (-, 2016) and their definition of organisational culture is:- "Organisation culture refers to the beliefs and principles of a particular organisation. The culture followed by the organisation has a deep impact on the employees and their relationship amongst themselves. Every organisation has a unique culture, making it different from the other and giving it a sense of direction the culture of their workplace to adjust well." My organisation will often say about our provision that it is more about ‘Hearts & Minds’ due to the variety of learners that we get due to different life issues and motivation. When thinking about a quality culture this lead me to think about hearts and minds, as everybody needs to embrace your quality processes for it to be truly successful and in order for them to embrace it they need to have it in their hearts and minds. In (Davis, 2014) Quality Management for Organizational Excellence: hearts and minds are mentioned by the title of the fourth chapter ‘Quality Culture: Changing Heats, Minds and Attitudes’. Within the book, it is commented on how the team have to believe in the organisation’s values and have it at the “heart and soul of its culture” . Your first encounter with an organisation will give you a feeling for their type of setup, is it forward thinking and innovative or old fashioned and therefore slow to change. The type of organisation they are will impact how it is run, commercial, non-commercial, public service, charity etc. Looking at the different definitions of organisational culture seem... ... middle of paper ... ...lture of quality is taken on and acted upon. Within Handy’s model, the person culture is going to be the weakest model to implement any quality processes effectively into. This is because the customer is very far from the centre of this model. Within the person culture, individuals are not going to be invested in the organisation 's values which help motivate and ensure good quality to the customers. If your employees are clocking in and watching how long it is to clock out they won’t provide that extra value added service that can make a business unique. If the customer doesn’t feel valued or feel that they are not being treated well they will not come back to you, they may not even pay for the service they have received due to neglect or bad attitude of those that have served them. Your competitors are most likely to take your future business from you.

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