The issues of an Organisational Culture

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Great leaders generate a culture in their organisation that constrains the results they would like to achieve. To influence any kind of change of culture in an organisation, it is the leader who is in the best position to do so. Organisational culture is the characteristics and behaviours of an organisation that are rarely stated but are widely understood by everyone as accepted behaviour (McNamara, 2007). It is not just what is said, but the actions perceived as well. While leaders maintain the ability to modify their own organisational culture, an efficient manager learns to work side by side with their employees as partners in success rather than try to completely expedite the culture by themselves.

When creating a culture, one must realize that an organisation's culture reflects its goals and objectives and it tells the customer and employees what is important, what is valued, and what matters to the organisation. An organisation's reputation is dependent on its culture. The culture defines how people dress, how they talk to each other, how they treat each other, and the physical space around them. If an organisation is unorganized or represented by unprofessional employees, the company will be seen as unorganized and unprofessional by the public, which can be devastating to a company. Also, when creating a culture, an organisation must express the values openly to customers and employees, as this is simply positive reinforcement. What goes in must come out and this is true with the expressed values of an organisation.

Many times, cultures outlive their purpose and must be redesigned. The base line for leaders is that if they do not develop into mindful of the cultures in which they are entrenched, those cultures will direct them (McNamara, 2007). However, change can be very difficult for an organisation. One of the reasons why culture changes are so difficult is because of the human factor. Changes fail because leaders cannot handle change properly and because many employees resist. Employees resist, because they do not understand, they do not know, or they are not involved. The knowledge and skills in change management are critical not just for leaders, but for all employees. By training employees, an organisation can be better prepared for a cultural change.

The best approach to address change is through communications and education. For example, those in leadership positions must conduct staff meetings in order to discuss what motivated the change, how it generally will be carried out, and where others can go for additional information. The reason these changes should be addressed in a meeting setting so employees are free to express their ideas, concerns, and frustrations.

One method of maintaining a healthy organisational culture is maintaining a clear set of standards, rules, or policies. A leader has the authority to set rules or standards. I believe this authority must be exercised in order to keep a healthy culture. Without rules and standards the organisational will end up in a chaotic state of disorder. There are several ways a leader can get these standards into production. Often employee handbooks are circulated. The employee handbooks entail what is expected of all members of the organisation. These guided sets of rules may also appear in the form of a "team charter" or through memos and bulletin boards. Whatever the method of informational output, a strong leader should be involved in the creation or modification of the standards. These standards will help maintain or change the "unwritten" ones often embedded in an organisation.

Another method a leader may maintain a healthy organisational culture is through valuable communication with members of the organisation. A leader must know his/her people. It has become common place inside organisations for leaders to embrace interactive meetings with employees. These meetings provide all a possibility to converse the welfare of the organisation. Usually issues about employee relations are exerted through these meetings. Meeting is furthermore helpful technique to dispel gossip that might be sting the organisation.

Each organisation contains its own exclusive culture or value situates (Parthasarathy, 2006). The culture of the organisation is usually created found on the principles of the leaders of an organisation. Incongruously, leaders and supporters manipulate each other, and in various situations, the supporter will have as greatly control on the culture as the leader, if permissible. Therefore, it is essential that a leader create a healthy organisational culture and continue it because the business of the organisation depends on it. Organisational leaders should not ignore corporate culture, but instead be implemented in the mission, vision, and goal statements of the organisation as well as emphasized in training and communication thus ensuring a healthy organisational culture.

Here are few recommendations for the managers to focus on creating training and introductory classes that introduce and reinforce values and recognition and rewarding of good work to be key aspects to achieving a healthy organisational culture.

Introductory Classes and On-going Training

The maintenance of culture depends on the diligence of employees to uphold the values and visions of the company. However, new employees may not recognize the importance of the up-keep of the company culture. Managers could help introduce issues such as company standards, core values, mission, and goals through new employee orientation. Participating in an orientation, managers can inform new workers of the importance of their company culture and how it will affect performance and worker expectations. Orientation will also allow the new employees a venue to clarify any concerns they may have or ask questions pertaining to them as company employees. Introductory training is not just a benefit to the employee it is also a benefit to the entire company in that after training the employees will know exactly what they are working towards and they will not feel clueless and feel like their work has no purpose. With an introductory program in place, new employees may be able to transition into the company with ease and immediately contribute to the organisational culture because they will have full knowledge of what is expected from them as an individual and what is expected from the workers as a group unit.

On-going Training

Just like the new employees, training must be on-going with the current staff as well to help maintain good company culture. As a valued employee for a company, organisational success rests on the hard work done by them so on-going training is a must in the workplace due to the ever-changing external environment. Employees need training when changes occur to help stay competitive with other organisations and to help them stay ahead of the game. On-going training needs to be implemented in order to help get employees involved with what occurs in their company. At times, employees can grow complacent and having new and exciting training from time to time can deliver a potent burst of motivation to them. Training can also reinforce company standards, mission, and goals to seasoned employees.

Recognizing and Rewarding Good Work

In the workplace, employees should be recognized for their hard work from time to time. Doing so will help workers to sustain high work ethics because they will feel like their individual work does not go un-noticed. According to Phelps (2003), certificates of recognition and fun acknowledgement help [workers] feel supported and appreciated. As a manager, you want to create a sense of value for all employees so that they will want to put forth their best efforts individually as well as when working in a group unit. Holding awards banquets can be a fun place to publicly recognize achievement as well as becoming an incentive to other employees to do their best so they may be recognized in this fashion as well. Fun events such as awards banquets also help to create an environment of socialization between superiors and employees. Being able to see superiors or employees in an outside environment and mingle with them may provide a new perspective on each other. Also, recognition does not have to be so formal. Little notes of encouragement and appraisal may also help to continue good work and to let the workers realize that even successful completion of little tasks deserve applause as well.

When employees feel secure and supported by their superiors they will be more inclined to work more efficiently and in conjunction with them. This will open the lines of communication because the employees now know that their superiors are paying attention to them and do want their input.

Rewarding Good Work

Like recognition, incentives and rewards are also appreciated by workers. Rewards act as a physical recognition of hard work and can serve as a reminder to reinforce work ethic. Managers can reward employees with plaques and trophies to physically show appreciation and support. This may trigger workers to strive for their personal best and may help to create a friendly competitive work atmosphere to push them to constantly produce top notch work. At my old job, working at the toy store, staff was encouraged to go above the quota for cell phone sales with the incentive being a cash bonus for every three cell phones above the quota. This truly pushed all of us to do our best and make sales. At the same we also created a fun competitive atmosphere at work which made the work day fly by. At times that a worker may feel un-motivated, perhaps looking at a plaque that they have received earlier for good achievement may help them re-gain that same motivation. Rewards are also a benefit to superiors to help identify potential leaders, zero in on workers who should be considered for promotions and pay raises, and to point out individuals who do not put forth their utmost attempt for the organisation so that they can be deal with consequently.

A vigorous organisational culture is fundamental to the achievement of any organisation. Creating surroundings of reciprocation among supervisors and subordinates is key to structure a compact foundation of inside management. The major idea of this discussion is to recommend that realizing preliminary and on-going training lessons and identifying and rewarding high-quality work you might help to construct on the fundamentals of producing and preserving a healthy culture. Via recognizing and rewarding good work managers can encourage continual hard work and show appreciation to the employees. Through these two suggestions, managers may be able to create and maintain a healthy organisational culture.

Organisational Culture is presently as dominant on associates of the organisation and on the accomplishment of the organisation. While different references stress different features of organisational culture the critical definition that Kreitner and Kinicki (2007) inscribe as the set of communal, taken-for-granted implied statements that a group grasps and that decides how it perceives, consider about, and responds to its various environments is extensively accepted.

There are four main functions of Organisational Culture: (1) to define organisational identity, (2) to be used as a sense making device, (3) to promote collective commitment, and (4) as a social system stability device. (Kreitner & Kinicki, 2007) Because of these functions, Organisational Culture is the foundation of any organisation; it can make or break the organisation’s ability to function as a whole. These functions serve as a way to get all members on the same page, to unite every member of the organisation into one team with common reactions to similar environments and situations. Organisational Culture can be used as a tool to create strong ethics and predictable actions from members. (Kidder, 1995) This provides all members with an idea of the character of the organisation. The member should also recognize why the culture is the approach it is. If an associate fully recognizes the culture they are additional likely to recognize it readily and would like to be an element of it. While members completely value the culture they can foresee the measures of further members and the organisation itself. This provide as firmness for the member. The entire functions come collectively to promote a collective pledge.

An ethical, strong, and commendable organisational culture ought to be the very basis of any organisation. If the culture is feeble and morally wrong then the organisation itself will be as well. Whether the culture is immoral or moral that is the type of member that the organisation will attract. ‘Management help online’ describes organisational culture as the organisation's personality. This description really defines the idea in its most basic form. Just as an individual's personality will show in their actions and speech so will an organisation's culture.

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