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Culture is an observable, powerful force in any organization. “Made up of its members’ shared values, beliefs, symbols, and behaviors, culture guides individual decisions and actions at the unconscious level. As a result, it can have a potent effect on a company’s well-being and success” (One Page, n.d.).

There are two approaches to organisational culture mainstream and critical, both will be evaluated and explored throughout. Starting with mainstream, Smircich defines mainstream organisational culture as ‘something that an organisation has’ (1983). When looking at culture through this perspective it is understood to be

With shifts in the product strategy and the recent collaborations came the difficult task of changing aspects of the cultural values of the organisation. The company traditionally embraced what theorists would generally refer to as a role culture. This referred to organisations operating in relatively stable environments with more of a focus on procedure, hierarchy and bureaucracy rather than dynamism (Amstrong, 2000 citing the works of Harrison, 1972; Handy, 1976; Schein, 1985 and Williams et al, 1989). For the organisation to succeed in the more volatile

There are a number of methods that have been developed by different scholars for purposes of assessing the current culture of an organization. Although, in trying to assess the culture of an organization, it is apparent that

“Culture consists of the symbols, rituals, language, and social dramas that highlight organizational life, including myths, stories, and jargon. It includes the shared meanings associated with the symbols, rituals, and language. Culture combines the philosophy of the firm with beliefs, expectations, and values shared by members. It contains the stories and myths about the company's founder and its current leading figures. Organizational culture consists of a set of shared meanings and values held by a set of members in an organization that distinguish the organization from other organizations. An organization's culture determines how it perceives and reacts to the larger environment (Becker, 1982; Schein, 1996). Culture determines the nature

Culture is defined as all of humans’ perception, knowledge, opinions, worth and sensation studied through joining in any cultural system (Nanda & Warms, 2011). In other word, human is the represent of culture (O’Donnell & Boyle,2008, pp.4-14). The dimension of culture is the centre in all aspects of organizational life, especially in business (Nanda & Warms, 2011). For example, the way employer of a company act, think or feel is controlled by their naturally cultural belief (REF). Values of an organisation can be changed effectively by organisational culture (REF).

All Organisations posses a distinct form of culture with some having more than a single culture. This culture is usually very difficult to measure, change and most especially change.

Before this chapter I thought organization’s culture was only internal and outside factors only affect the brand and sales of the company. But I have now learned a lot more about the

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

In the 1980’s business experts began to realize the root to organizational success or failure is through its culture. The culture of an organization is the belief that guides each employee in knowing what to do and what not to do and it also affect the public perception of the organization’s brand. Therefore culture is the shared social knowledge within an organization regarding the rules, norms and values (Colquitt, Lepine, & Wesson, 2012). Although, no two cultures are alike, there are components and characteristics that help business experts to define an organization’s culture.

The culture of an organization is as unique and diverse as the individuals are who live and work within it. In fact, the above definition of organizational culture provided by Schein (1985a) suggests an image of a living, breathing and influential force engaged in a series of reciprocal interactions with its members. Furthermore, the culture of an organization does not simply appear but is one that is constructed and developed over a period of time. For example, Stackman, Pinder and Conner (2000) describe organizational culture as being comprised of a system of layering or as a “deep construct.” The idea being that the culture of an organization is similar to the skin of an onion encompassing layers of values, beliefs, assumptions,

Delisi (1990) using Schein’s (1984) definition of culture, to examine the relationship between culture and change, defined organisational culture as ‘the pattern of basic assumptions that a given group have invented, discovered or developed in learning to cope with its problems of external adaptation and internal integration, and that has worked well enough in the past to be considered valid, and, therefore to be taught to new members as the correct way to perceive, think and feel in relation to those problems’.

Cincom Systems is a privately held software company with over 700 employees, operating in 17 countries, across five product divisions. The company founder and CEO is still actively running the company, and is a former top IBM sales executive who has created a culture that is many ways resembles his former employer. The Cincom corporate culture is tightly interwoven to the core concepts of achievement and customer centric marketing and selling. Selling on value, which is a core value of IBM, also permeates the Cincom culture as well. The ability to link culture to execution is a best practice in the areas of strategic planning and execution (Deshpande, Parasuraman, 1986). The intent of this paper is to evaluate how the values and structure of Cincom define its decision making approach, and how physical, behavioral and verbal systems also affect the organization. The combining of all these factors have a significant impact on how information is collected, managed and used throughout the company. To accomplish this the following three questions will be answered:

Existing culture can in times be very hard to continue with because of the change in the growth or in the strategic change in the organisation. At such appropriate web of culture is important to be identified or that can be a problem in the progress of the organisation. These identified elements will give organisation a bigger picture of what was going wrong and how can they change it towards betterment of the organisation.