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In the modern business environment, there is no single best culture, each organization works well with a hybrid of various cultural orientations. The organizational performance is best on a strong vision and values laid down by its human resource.
My main idea is that an organization culture should be established in such a way that it a sense of shared purpose. When an organization properly analyses its set up and it will be possible to overcome the difficulty that is associated with the management of the aspects of its culture. In most cases, organizational culture exists as a form of hidden values and assumptions.
In my own view, organizations that have a tendency for a strong and shared culture enjoys better performance in terms of employee commitment, it is also associated with lower quit rates that are coupled with maximum customer satisfaction and very high profits.
The human resource manager of an organization should be able to identify the existing values that in everyday undertakings. This is vital for better performance of the organization.
Recently, the Chartered Institute of Personnel and Development issued a report showing the close linkage between the personal attitudes of the employees, the culture of the organization and the Human resource policies (The CIPD, 56). The report investigated this scenario and established that there is a very strong linkage between this scenario and human performance.
I strongly support the argument that strong-shared values and high commitment improves the productivity of an organization, since the way in which employees are managed in relation to Human resource is the determinant factor for success. Clearly, it is shown that the linkage between strong-shared values and high commitment in such a way which ensured that their value are demonstrated and shared hence there are people who are maximally satisfied, and therefore will tend to display higher levels of organizational commitment, and lower levels of dissatisfaction over levels of pay. For example, People/employees in different branches who receive identical pay are normally satisfied and committed in their operations. This is directly related on how they demonstrate their shared values.
A good organizational culture is build when Ideas have been identified, embedded, integrated, measured, and managed into habitual, collective, and routinely configured into a habitual level.
The intermingling of different cultural affiliations to create a unique organizational culture with values acts as a source of competitive advantage to the organization. In order for the organizations to deliver effective performance, they need to input extra efforts in creating and maintaining stream of shared values and vision for those who work for them as employees or volunteers.
As (Rochie and Sadowsky, 4) stated, the Mission statements and strategic of an organization should be derived to set the performance standards high enough. Employees should be made to feel a sense of purpose that is reflected in a positive working environment. The business organizations should aim at developing the discretionary behaviours in the individual employees, these targets, when attained can be so important to business performance, they function by creating supportive cultures that encourage high innovations and improved job performance.
The environment should be created so that new employees will easily adapt into the cultural set-up and the already set of behaviours of the existing employees. These cultures and behaviours become self-perpetuating to the extent that a small change at the top of the system is insignificant and cannot change the already set values in the system.
The people management criteria should be adopted by organizations in creating a virtuous circle that people will desire to build success proceeds to enjoy in working for successful organizations. This gives a chance of exhibiting the discretionary behaviours, which maintains the ability to succeed.
The process of creating a new culture, attempts to foster the positive appraisal of core values and objectives of an organization based on the strategies for objectives that meet certain criteria that is viewed as the infusion of a particular kind of creativity. Special attention to certain cultural practices in an organization spreads through the organization comprising the management channels of implementation of the objectives. There should be a series of checks and balances in the organization channel, which adopts the cultural advancements and the objectives for it to raise the possibility of adoption by the stakeholders.
Given the organizational culture that has the attributes of performance, which promote the success of the organization. Particularly, the greater the effects of the cultural orientation in the organization, the more steadily it adopts to the changing environments. Some established cultures are considered dynamic by the virtue of their possession of the provenance ability whose dimension can apply in the evaluation of the organizational objectives. The core values can be used in defining the dimensions that will guide the organization.
For example, in many Organizations, culture has always been adopted in line with the dimension on which management personalities are inclined. Cultural advancements can be encouraged by varying the way in which the policies are initiated. Besides the policies, the social-economic factors can lead to new dimensions on which the cultural affiliation originates.
The objectives that dramatically introduce new evaluative culture can be less expansive and less logical, these can cause more difficult in the individual process of cultural adoption. In such like cases, immediate organizational contact may be necessary to help enlighten on the new measures to be undertaken. This implies that the overall process of cultural adoption should be socially and transimissive.
In my conclusion, it should be emphasized that, the most successful organizations have the characteristics of inherent strong values, well formulated guiding vision, which communicates a set of behaviour that is appropriate. The manner in which these values are transmitted, shared across the organization's employee gaps and the reflection in the daily actions of employees at various levels either creates a strong culture or destroys the already established culture.
A number of factors should be considered of importance in the determination of the relationship between the management of people and the business performance in various occasions. The ability of an organization to succeed highly depends on the right choice of Human resource policies. The combination of the ability, motivational levels, and available opportunities in an organization determines its success.
The organization should have clearly spelled out terms and conditions for recruitment of qualified employees, how to create motivational and achievable targets, and the means of providing the employees numerous opportunities to use their skills and abilities to maximize production. Successful organizations have a tendency for embracing a strong and shared culture that ensures better performance. This type of organizations registers lower quit rates that are coupled with maximum customer satisfaction, high rates of employee commitment, and high profits margins.
The Mission statements and strategic of an organization should be derived to set the performance standards high enough. Employees should be made to feel a sense of purpose that is reflected in a positive working environment. The business organizations should aim at developing the discretionary behaviours in the individual employees, these targets, when attained can be so important to business performance, they function by creating supportive cultures that encourage high innovations and improved job performance.