Business Report : Commonwealth Bank Of Australia

Organisational culture refers to the behaviours of people at work, their shared beliefs and values.  Schein (1992, p.12) describes this as a set pattern of assumptions that a team shares as they learn working together over a period of time. Organisations

First, banks that provide financial service including every sector of the market. Foreign banks to operate in Australia they required to restrain the deposit taking service to all wholesale markets.

This report seeks to critically analyse specific aspects of the organisation in regards to the companies; general and specific environment, social and ethical responsibility and its organisational culture. As Commonwealth Bank Australia is a major company with around 52 thousand employees (Commbank.com.au, 2016), it is large employer within the banking industry and has offices and branches nation and worldwide, hence it is important to analyse the external environments and the internal environments that effect the business. External environments are forces that exist outside of the company that have the potential to affect it in some way. Thus both general and specific environments will be analysed for the purpose of this report.

There are many definitions of organisational culture available in the literature, many of which are based on the fact that culture consists of values, beliefs, and assumptions shared by the majority of members of an organisation. These characteristics and shared views are then translated into common and repeated patterns of behaviour. Although it is difficult to come up with a single definition that would cover

Within the field of management, the success and failure of the modern business organisation has been largely depicted by the intricate concept of culture. Organisational culture, a concept borrowed from borrowed mostly from anthropology typically is defined as a complex set of values, beliefs, assumptions and symbols that define the way in which an organisation conducts and manages its business (Barney 1986). Management is not just an act of change, but the responsibility for and control of a company or similar organisation (Willmott 1983). It is the management of organisational culture that merely drives the

An organisation’s culture relates to a set of shared beliefs and values that has been agreedby the entire group and thus representing the company’s unique identity. They reflect theorganisation’s core values which are learned, re-learned and passed on to new members.These include the way people communicate with one another, how information isexchanged, the procedures and processes followed etc. Roger Harrison defined four typesof organisational culture depending on the level of centralisation and formalisation. Thisis indicated in the figure

An organisation’s culture refers to ‘the way we do things around here’ and is determined by the values, attitudes and beliefs of the people who work within it. As such, culture will undoubtedly influence the success of a business. In particular, it can be argued that an innovative culture can lead to business success because it enables companies to share ideas more freely and

Culture is an important aspect of an identity. It is what we believe, how we behave and culture influences an identity’s decision making. Organisational culture is the deep, basic assumptions, beliefs and shared values that define organisational membership. It is also defined as member’s habitual ways of making decisions and presenting themselves and their organisation. In this essay, I will be discussing about organisational culture in the post-bureaucratic era. First of all, I will be talking about how top management and employees related through culture by utilising

In the modern, world the bonds of organizations share our lives: from being born in a hospital, entered into the registry of birth, marriages and deaths – which tracks the entire populace and changes in it. “Almost every aspect of our everyday life – and, indeed, our deaths - will be shared by organization of one kind or another. “ (Clegg. et al, 2011 p.6). Humanity is the linchpin of any establishment, which itself was made for human beings. Range of organizational culture, which they bring to the organization is very wide, it is determined by the uniqueness of each person. Genetic base is unique to each individual, and explains some of the differences of people. Individuals who fall into the cycle of different environments and situations can change their individual characteristics. One of the definition of organizational culture is that “Organization culture a set of shared, often implicit assumptions, beliefs, value, and sense making procedures that influences and guides the behavior and thinking of organizational members, and is in turn continuously enacted and reinforced - or changed - by the behaviour of organizational member” (Martin and Fellenz, 2010 p.481). The following essay will evaluate that how far individuals can determine an organization’s culture by using theories, which will serve to demonstrate

In this report we aim to explore three different theories regarding organisation culture and apply these theories to three businesses with different values and structures. We will go about this by using primary research we have gathered to make informed decisions on what theories suit the different businesses best and why some theories cannot be applied in certain circumstances.

Organisational culture shared among all the members, with its values, principles, traditions and methods of working. It determines how an organisation functions, from industry side to individually. It could be an important asset which, if not managed well, can be a critical liability for the organisation. While a healthy and positive organisational culture could increase relationship between employees and employer, and together achieve the maximum performance for the company, a deleterious culture would lead to the downfall of the organisation, and eventually collapse. It is an advantage that requires good management skill, coordination and communication in order for the organisation to utilize it well. Beaudan and Smith (2000) at Ivey Business Journal stated that corporate cultures are mature and complex organisms. One must carefully and smartly shape the culture, and it is wise to nurture corporate culture as an asset, rather than a risk and liability. This essay explains both beneficial and negative sides of organisational culture, along with case studies supported.

Beneath the visible layer of corporate culture, is another stratum made up of “underlying values, assumptions, beliefs, attitudes and feelings” (Daft, 20116, p. 387). Cian and Cervai (2014), espouse that identifying culture is not limited to the “observation of visible artifacts, but rather should also include the analysis of the interaction between the members of the organization to understand the deeper meaning…” (p. 189). These underlying values are a conglomeration of “openness, collaboration, egalitarianism and teamwork” (Daft,

Organizational culture refers to how the various types of things are performed in the organisation. In other words it can be said that how the work is executed, and whether that work is satisfactory or unsatisfactory.” Organisation culture includes different types of values, beliefs, opinions, traditions, rituals, Policies, beliefs, notion”

By definition, organizational culture incorporates the norms, beliefs, values, goals, and assumptions that are widely embraced by an organization (Szczepanska-Woszczyna, 2014, p. 28). In other words, organizational culture is in a way akin to the concept of personality, where the central axis involves guiding individuals in their day-to-day activities at the workplace (Szczepanska-Woszczyna, 2014, p. 28). Therefore, just as personality influences individuals’ behavior, norms, and values that workers in an organization share are, in essence, a set of behavioral patterns that guide their work ethic. On the other hand, innovation is widely understood to be that critical supplier of a competitive edge in an increasingly competitive business environment (Barbosa, 2014, p. 39). As such, the concept of innovation within a firm is recognizable through novel outputs. As an illustration, it evolves

Organizational culture has been described as shared values and beliefs that underline a company’s identity. A strong culture that encourages employees from the top to the bottom in adaptation and change can increase organizational performance by energizing and motivating employees, shape behaviors, unify personnel in the goals / objectives and align employee’s actions with the priorities of the company (Daft, R., 2013). Creating a constructive culture should be a manager’s top priority because the right culture will propel a company into a top performer in its industry.