The following is culture's function: First of all, the decisive role of cultural boundary: it creates the difference between an organization and others. Second, it expresses an identity of the members of the organization. Third, the promotion of culture committed to produce too stable social system. Culture is social cohesion, and helps keep the organization together to provide the appropriate standard, and what employees should say and do. Finally, this is a significant decision-making and control mechanism, tour guide and shape the attitudes and behaviour of employees. This last feature is a particular concern to personal or companies.
Overall the organizational culture context, it is quite complex. No matter there is a large number of problems or disagreements with conceptualization of organizational culture that guide organizational participants' behaviour, there are some readily agreed characteristics upon of organizational culture:
Behavioural regularities: when organizational participants interact with one another, they use common language, rituals and terminology related to demeanour and deference.
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Standards: guideline the standards of behaviour to the employees.
Dominant value: the organization advocates share the major vales to the participants, including high product quality, high efficiency and low absenteeism.
People orientation: which management will be taken into consideration the effect of outcomes on people within organization. It is including the policies concerning how employees or customers are to be treated.
Rules: Individuals in the organization, there are strict guidelines. New employees must learn those "ropes", in order to be accepted as a full member of the group.
Organizational climate: This is an overall "feel" of the physical layout of the conveyed, through interactive participation, with members of the organization, the way their own customers or other outsiders. For example, Nike International corporate, serving as an excellent example of a company that successfully revealed corporate design, and build their own corporate culture. the Nike World campus which set on 74 sprawling acres amid the pine groves of Beaverton, Oregon, it exudes the energy, youth and vitality that have become synonymous with Nike's products. This campus is a monument for the Nike enterprise value: its products have high quality and fitness. This campus includes seven sports clubs, such as the gym, aerobics studio, tennis, squash, squash courts and a basketball court.
The culture decides the method employees interact at their workplace. A healthy culture that encourages employees to stay motivation and loyal towards management. Every organization ought to have set guidelines for the employees to work accordingly. The culture of an organization represents certain predefined policies which guide the employees and give them a sense of direction at the workplace every individual is quite clear on his roles and responsibilities in the organization and how to accomplish the task on time
The organizational culture also goes a long way in promoting healthy competition at the workplace. Employees try their best to perform better than their fellow staff, therefore earn recognition and appreciation of the superiors. It is the culture which actually motivated the employees to perform. Organizational culture brings all employees on the same platform. Employees must be treated equally. It means no one ought to feel neglected or left out at the workplace. It is essential for the employees to adjust well in the organization culture for them to deliver their performance better.
Consider the impact and importance of strategic management, organizational culture is the key. It is such a vital that international company Third Rock Management Consulting advises its clients to contemplate the possibility of changing their organization's culture while developing and implementing a new strategy. If there is no cultural adjustment strategy, a new strategy may fail. Strategic management is the company's leadership in the planning process, through the development of the strategy to achieve the company's mission and goals. According to the Management Study Guide website's, it has four basic elements: Strategic Management Process - Meaning, Steps and Components. These four steps, and sketched out a continuous strategic process, analyze the current situation for leading the company to prepare strategies to achieve re-examine the effectiveness of the strategy. Since organizational cultures are unique and offer strategic advantages, it makes complete sense that companies would consider culture in strategic management. Consider a high-performing company that has a corporate strategy of providing a fun and friendly customer-centred environment. This would not align well with a stagnant culture or one with very traditional and stoic employees. Instead, it is necessary for the company to hire fun, friendly and customer-oriented workers and provide an environment that is fun and rewards great customer-friendly behaviour.
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Another way in strategic management, support the cultural impact of the balance between its internal and external strategic elements.Under normal circumstances, the strategic management contribute to the achievement of corporate mission and vision. The mission and vision statement of the aims and values â€‹â€‹of the company. Their aim is to provide direction for the company, because of its interaction with the market, but they also usually connected to the internal strategy and culture. For example, a company markets itself as a green organization for business also may promote the responsibility of the internal environment, and making it a part of the organizational culture.
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The type of culture may be decisive for organisation's ability to serve its customers..For example, the value of the company's humanistic culture by members of the growth, development, and stressed the importance of cooperation. Such a culture is more effective than one that emphasizes power, control and competition (Wilkins and Ouchi, 1983). As Kotter and Heskett (1992) proposed, employees in humanistic settings are more likely to be satisfied and loyal and hence willing to contribute to their organisation. In this way, employees are willing to get actively involved in their organisations, support major initiatives and changes (Rousseau, 1990) and become enthusiastic about providing customers with services of high quality (Gittell, 2002). Consequently, the expectation is that organisational culture will impact on customer service orientation.
How can put integrate corporate social responsibility into the organizational culture? Corporate social responsibility should be combined with the company's mission, prospects and goals. In other words it need to found a way to reach out to a community while at the same time pursuing business goals. For instance, there is a bank, it makes sense to teach people how to save money and maximize their personal finance. While it is good to help organizations such as Habitat for Humanity, more meaningful company engaged in financial and corporate social responsibility. Adapt to society, a business organization is able to maximize its impact in the community. The more people involved, is a long-term partnership. Thus, the partner community will become a pilot project, which can be emulated by other organizations and communities as well. CSR takes time and effort to implement.
Formal corporate social responsibility efforts, more than just a one-time big event a lot of people involved with. While doing a good society, and at the same time a wealth of business, it is a deliberate commitment.
Behaviour and artifact. Some visible aspects of an organization's culture have symbolic value. One reason, researchers and practitioners alike are so interested in corporate culture is that they recognize the importance of these symbols in helping people make sense of their organizational life. When assessing an organization's culture, always consider the potential symbolism of their own behavior and heritage.
The second level of organizational culture is the level of shared perspectives, the underlying rules and norms that guide solutions to the typical problems encountered by organizational members. Perspectives are relatively concrete ideas, and organizational members are usually aware of them. For example, employees can typically describe how their organization approaches problems, and they can define what constitutes acceptable behavior in their company. For instance, Wal-Mart has three basic rules. The first point is that the customer is the boss, and the second is to be completed before sunset. And the third is "Greet any customer who is within 10 feet."A company slogan is "Exceed customer expectations." In 1997, because it was going global, the company changed its "Buy American" program with a "Made Right Here" program, which promotes Canadian products in Canada and Brazilian products in Brazil.
Awareness. The level of awareness consists of the ideals, standards, and goals held in consensus in the organization. These are the ideas held in common by which people judge other people and their behaviors. These values â€‹â€‹display the company's mission statement or statement of philosophy, while others do not. Some values are clear and can be agreed upon, while others are complex, ambiguous, conflicting, and in flux. For example, there may be inconsistencies between what people say they value and what they actually do, or ambiguities about what statements and symbols actually mean. Wal-Mart culture emphasizes religion, patriotism, a classless collective identity, science, rationality, ecology, progressiveness, and low costs. The company's values are embodied in the life and myth of Sam Walton, who "went to great lengths to emphasize his old pick-up, his cheap haircuts, and his hunting dogs," and who bought his clothes at Wal-Mart.
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Unconscious assumptions. The deepest level of organizational culture is the unconscious assumptions that people hold about the nature of human beings, human relationships, reality, time, space, and the relationship of individuals and organizations to their environments. You discover both values and basic assumptions by listening thoughtfully to what people say and watching carefully what people do. Sam Walton was a highly competitive person whose company reflects that ethic. Although he maintained that the competition was always in fun, the evidence suggests a more serious component, with managers and department heads being held closely accountable. The company is the epitome of successful capitalism. An investor who bought 100 shares in 1970 for $1,650 would have $3 million only 30 years later. The company is also a capitalistic "cultural force that both remakes and destroys our idealized past world and link our emotions together with it. Wal-Mart is a participant in the destruction of the small town culture that it mythologizes, while it also is recreating new patterns and identities." The commentator Paul Harvey has said that in Wal-Mart there is "something better than communism, socialism, and capitalism.
The main way of employees on the basis of the understanding of an organization's culture and immersed in it. Through the process of socialization, employees learn the culture and adapt to it
Organizational socialization. New employees to learn and adapt to the organization's culture, through the organization of the process of socialization, the values â€‹â€‹of the new members, norms and behavior and organizational adjustments, and allow them to participate in the organization's members. New members are often uncertain about how to do their job, how their performance will be evaluated, what is expected in terms of social behavior, and what personal relationships will be useful to them. In short, they have a lot to learn. Organizations often help newcomers to adapt by deliberately structuring the early stages of their entry into the organization. This helps them to deal with their uncertainty and anxiety, and instructs them in desired or necessary attitudes, behaviors, and knowledge. For example, IBM's new hire orientation continues throughout the employee's first year. During that time, employees who want to learn more about the company can utilize a one-and-a-half-day.
Successful socialization. After all is said and done, what makes for a successful socialization process? From the organization's perspective, this depends on its established goals. Some companies want a high level of conformity to their culture, while others want less conformity and, indeed, some even want nonconformity. At a minimum, organizations want employees who accept aspects of their roles that are pivotal to the organization's mission so they can at least do their jobs at an acceptable level, and they expect a certain style and decorum. If these goals are achieved, the socialization is successful. From a personal perspective, social success, an important aspect of their career goals, and will not affect its identity. The potential impact of technology and related to trends on the socialization process. Recent developments in communication technology, and part-time and temporary workm suggest that in some cases the organizational socialization process may not quite work as it has traditionally. When new organizational members will be part of a virtual team, for example, their socialization depends less on learning traditional cultural signs and symbols, and less on face-to-face interaction, than on what they learn through electronically enhanced communication. Interestingly, for some newcomers, socializing individuals remotely may be even more effective than traditional means. This is likely to be true for individuals who are especially nervous about interpersonal communications, or for those who prefer an anonymous or noninteractive way to acquire information about their organizations