Utilising the video case study of Egg Finance' (Slave Nation, Channel 4), critically examine the extent to which corporate culture is used as an effective tool for the achievement of organizational goals. Corporate Culture is widely used in many organisations and has a variety of definitions. It has been defined by Koozes, Caldwell & Posner cited by Moorhead/Griffin, (1989:494) as: "a set of shared, enduring beliefs communicated through a variety of symbolic media, creating meaning in people's work lives." The argument to be taken in this essay will identify the usefulness and necessity for corporate culture to gain organizational success. In order to do this the argument will be utilized by supporting the theories of Emile Durkheim, …show more content…
This will make their customers feel happy and satisfied with the service, thus aiding to achieve organisational goals. In order to gain corporate culture, Durkheim, (1901), believes that management will need to form and shape their employees. The management of Egg Finance have achieved this. Employees feel that they are being creative, nevertheless they are actually being derived from the management standardization. This has been done through the use of new computer technology. The scripts produced on the screen is the driving factor for getting the work done. The managers of Egg have also embedded scripts into the employees' minds as to how they should communicate whilst taking calls. Although they feel that they are being treated as individuals and are being creative, this is not actually the case in Egg Finance. In addition to shaping an organisations' employees, managers will also need to control their workforce. This will only work if employees co operate with the rules and regulations that are set. Buchanan & Huczynski (2001) also feel that this is an important aspect of retaining their employees as they state: "Control is an important aspect of organisational behavior as it sets standards, measures performance and concerns correction of deviation from standards." This has been portrayed in Egg Finance. The employees have their fair share of fun, but there is also a certain
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
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
In this essay, I am going to argue that the contextual changes within organizations require innovative ways of managing corporate cultures, particularly seen in the changes in post-bureaucratic eras. I shall illustrate the contextual importance of managing cultures and the ethical considerations that arise from the manipulation of culture. In Section One, I shall demonstrate the management of cultures within the bureaucratic and post-bureaucratic eras, referencing Bolin & Harenstam (2008), Brewis (2007) and McKenna, Garcia‐Lorenzo & Bridgman (2010) research findings. By particularly exploring Rosen (1988) and Van Maanen (1991) individual organizational context for section two, I intend to present the different practices of managing cultures
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.
[4] "Corporate Culture." Introduction to Business Communication. By Guffey, Leowy, Kriza, Merrier, Logan, Williams, Newman, and Ober, 40-41.
The dictionary definition of a culture is “the ideas, customs, and social behaviour of a particular group of people or a society”. An organisation is made up of individuals and the culture of an organization defines how things are done in an organisation and what behaviour and actions are considered as acceptable or not acceptable. Hofstede defines culture as the collective programming of the mind that distinguishes
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.
One way to imagine corporate or organizational culture in the contemporary world is to define it as a way that allows for certain assumptions: that the organization finds meaning and values in the inner structure of the entity, and that there is a pattern of shared and basic assumptions that the group uses to perform duties and solve issues. In this, the organizational culture is something taught to new employees, shared, and a way of "doing business" that is based upon generally accepted practices for that particularly organization (Schein, 1992, p. 12). Too, the 21st century has embraced globalization bringing the world closer in economics, politics, communication and particularly, business. The changing demands and expectations of global stakeholders cause an organization's culture to also evolve, particularly in the nature of embracing cultural and stylistic differences (Trebing and Estabrooks, 2005). Only in this way, notes a recent study, will companies be able to appropriately compete in the modern world (Mahrokian, et al., 2010).
Barney, J. (1986) ‘Organizational Culture: Can it be a source of sustained competitive advantage’? Academy of Management 11(3), pp. 656-665.
Although there exist many explanation, interpretations and understandings of organisational culture, there are a number of distinct characteristics or dimensions of culture as defined by Luthans (2008) which are discussed below. However these are not intended to be all-inclusive.
The culture of an organization is the set of values, beliefs, behaviors, customs, and attitudes that helps its members understand what the organization stands for, how it does things, and what it considers important"(Griffin, 49). In other words, "the way things work around here" (Dr. Williams). In order for any small business or large corporation to be successful, the employees must understand what is expected of them. While things might be slightly different in a large corporation versus a small "mom and pop shop", the goal of both is the same. MAKE THE BUSINESS MONEY. The topic of my paper will be on makes a good corporate culture.
The culture of an organization is the set of values, beliefs, behaviors, customs, and attitudes that helps its members understand what the organization stands for, how it does things, and what it considers important"(Griffin, 49). In other words, "the way things work around here" (Dr. Williams). In order for any small business or large corporation to be successful, the employees must understand what is expected of them. While things might be slightly different in a large corporation versus a small "mom and pop shop", the goal of both is the same. MAKE THE BUSINESS MONEY. The topic of my paper will be on makes a good corporate culture.
The relationship between corporate/organizational culture and organizational performance/effectiveness has attracted the attention of numerous academic and business authors for many years. Some researchers have studied culture from a strategic perspective and argue that corporate culture can generate significant competitive advantages for a company (Barney 1986, Wilkins and Ouchi 1983). Other authors have developed explicit theories of corporate culture and organizational performance (Denison and Mishra 1995, Kotter and Heskett 1993).In addition, authors like Hofstede (1980), Trompenaars (1994, cited in Ghoshal and Bartlett 1998), and Adler (2002) who have conducted cross-cultural investigations on organizational culture, support that most management theories and practices should be modified in order to be adopted into different national contexts. The Corporate/Organizational Culture Academic research on the field of organizational culture and performance came on the surface over the year 1980. During the next years the concept attracted the immense interest of the business as well as the academic world and created a phenomenon known as the “culture revolution”.
In order to further support my answer, this essay will explain and discuss the models and theories of organisational culture. This essay will also link these models and theories to two UK based companies to authenticate the models and theories.