Case Study 1- Surviving Greens cape’s Hard Times Essay

The culture of an organization has a great impact in the productivity of the employees and influence the individual behavior of the

Integrating and stabilizing, since the culture is something that is shared between the organisational members it is perceived a natural force

When an organisation is formed certain patterns of behavior will be acceptable to all members of the organisation and the behavioral examples can be seen everywhere within it. This is exactly the role that organisational culture plays. (Rollinson, 2008).Organisations are in some ways similar to fingerprints, each one has its own unique structure. However, an organisation that is completely unique is very difficult to find. (Alvesson, 1956)

Edgar Schein (2004) proposed three levels of organisational culture. As employees go through changes, they gain experiences from the past, adapt to a new environment and develop ability to solve problem. The first level is artefacts, which include all visible characteristics of an organisation, for instance, the architectures/furniture in the office, uniforms of employees and language. These are the observable elements of an organisational culture and might influence the way and attitude of how the employees work. The second level is espoused values in which the influence patterns of observable behaviour at work can be recognised. Each member will impose dominant values and rules of conduct about the culture and these affect employees’ certainty to work under a particular area. The perceived value that can demonstrate reliability and be scientifically tested will be transformed into assumption. It then comes to the third stage of basic assumptions which are taken into granted and are difficult to change. When an assumption or belief about human nature was supported to be worked successfully, this frames how the reality should be and shapes

‘An organization’s culture comprises an interlocking set of goals, roles, processes, values, communications practices, attitudes and assumptions.’ (Denning, 2011) Organisational Culture is the way in which things are done and how employees react and behave around the workplace. A culture tends to follow traits under three main levels; Underlying Assumptions; Values and Artefacts – Physical Manifestations, Behavioral Manifestations and Verbal Manifestations- meaning not all organisations follow the same culture. If the organisation’s culture is to accept change

* Culture and behavioural changes: Does the staff have the correct culture and skills to change the culture and behavioural changes. An example of this is that a staff member from K-Mart does not have the same culture as a staff member working in a boutique store. The boutique store offers services to make you look your best, where a K-Mart employee culture is more operations based, to ensure that stock is plentiful for the customer.

Organisational or corporate culture is a broad concept. In the recent past this concept is widely studied and researched. One study, reference cited in Tsai (2011), refers Organizational culture to the values and norms that have existed in a company for many years, and to the beliefs of the people and the perceived value of their work that will dominate their mindsets and behavior. It is reasonable to assume that organizational culture has a significant impact over an organisation’s different force. Organisational culture is an important driver of the success of a business. It is a philosophy that can lead a company’s policy towards people and clients. This essay begins mainly focusing with organisational culture, its elements and importance and how it is formed, then it will find out about organisational structure which can be a platform of organisational cultures to form and lastly it will briefly discuss the view of power in this substance and the impact of employee’s performance.

A strong culture is important to today’s organizations in a fast pace environment affected by a diverse internal workforce (Baker, 2002 p. 4). Schein (as cited in Baker, 2002) defined organizational culture as an arrangement of shared beliefs that the group learned through problem solving, and adapting to internal and external environments (p.4). Culture is not only a means of bettering internal coordination, but is important in facilitating environmental adaptation (Baker, 2002 p. 4).

Organizational culture is the “values and beliefs that people have about an organization and provides expectations to people about the appropriate way to behave” (Kinicki, 2013, slide 3). Corporates can change Changing organizational culture can be a process using one or more of the eleven strategies, (1) formal statements, (2) slogans & sayings, (3) stories, legend, & myths, (4) leader reactions crises, (5) role modeling, training, & coaching, (6) physical design, (7) rewards, titles, promotions, & bonuses, (8) organizational goals & performance criteria, (9) measurable & controllable activities, (10) organizational structure, and (11) organizational systems & procedures (Kinicki & Williams, 2013, p. 236-137). Like stated before organizations

Question – 5 discuss whether or not the organizational culture has helped with the change

Culture is a dynamic aspect of one’s life and our profession. It is multidimensional and complex. Please reflect upon the following questions and write your reflective thoughts.

They must have the desired charisma to develop and influence other in a unique way that will yield positive results. Power is an important tool to achieve this and its characterized by values, beliefs, attitudes, and behaviors. Using power to influence a change of behaviors is less difficult compare to changing attitudes; attitudes are also less difficult to change than either beliefs or values. Leaders, knowing the importance of power can systematically influence change that will transform the entire organization, especially when it comes to achieving goals and

2. People - People are the source of power. They have the will to do what they can. Whether it's a good thing or a bad thing. When I grow up, I want to make the world a better place with my willpower. Perhaps being a psychologist in the future will benefit others.

In the fifth chapter the authors defines five sources of power. They are; coercive power, reward power, legitimate power, expert power, and referent power. They explain why knowing these are very important by saying, “...understanding the sources and uses o power is essential to effective leadership, The ability to influence others can be based on a wide variety of factors.” (Hackman, 137) The sources of power do not overlap, but instead are used exchangeably in order to get the best results when leading a group of people.

*  Culture is Negotiated. One person cannot create a culture alone. Employees must try to change the direction, the work environment, the way work is performed, or the manner in which decisions are made within the general norms of the workplace. Culture change is a process of give and take by all members of an organization. Formalizing strategic direction, systems development, and establishing measurements must be owned by the group responsible