Handy's Culture and Deal & Kennedy Culture

Culture can be defined as “a set of basic tacit assumptions about how the world is and ought to be that a group of people share and that determines their perceptions, thoughts, feelings, and, to some degree, their overt behaviour” (Schein, 1996). Organizational culture is depend on differences in norms and shared values which are learned in workplace and to direct behaviour of members in the particular organisation. (Cabrera, Cabrera& Barajas 2001) Organisational culture was built on its shared beliefs and values which was the guidance to solve problems.

The organization culture as a leadership concept has been identified as one of the many components that leaders can use to grow a dynamic organization. Leadership in organizations starts the culture formation process by imposing their assumptions and expectations on their followers. Once culture is established and accepted, they become a strong leadership tool to communicate the leader 's beliefs and values to organizational members, and especially new comers. When leaders promote ethical culture, they become successful in maintaining organizational growth, the good services demanded by the society, the ability to address problems before they become disasters and consequently are competitive against rivals. The leader 's success will depend to a large extent, on his knowledge and understanding of the organizational culture. The leader who understands his organizational culture and takes it seriously is capable of predicting the outcome of his decisions in preventing any anticipated consequences. What then is organizational culture? The concept of organizational culture has been defined from many perspectives in the literature. There is no one single definition for organizational culture. The topic of organizational culture has been studied from many perspectives and disciplines, such as anthropology, sociology, organizational behavior, and organizational leadership to name a few. Deal defines organizational culture as values,

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

Describing and identifying the importance of abstract terms is a difficult task because their meaning rely more on substance than form. For this and other reasons, individuals as well as organizations tend to overlook or underestimate their importance for a successful career and for the effective functioning of an organization. “Organizational Culture” is one of those terms, we can’t see it, but we can feel and experience it, and it has a profound impact in the way people behave in an organization. It denotes the attitudes, experiences, beliefs, and values of the work group or team within the organization, which to an extent affect the organization as a whole.

Organizational culture comprises the fundamental values, assumptions, and beliefs held in common by members of an organization (O’Hagan, & Persaud, 2009). What is known is that employees often impart the organizational culture to their colleagues whereupon the culture effects how employees relate to one another and their work environment. What can be said is that the development of an organization’s culture is dependent on elements such as structure, change and policies (Urrabazo, 2006). Furthermore, according to Griffin, Moorhead and Gregory (2009), it is recognized that employee’s behaviours and attitudes can be influenced in a

An organizational culture is a system of shared beliefs and values that are establised to help motivate and coordinate employees in the achievement of meeting the organization’s goals (Kinicki, 2012, p.229). The four types of organizational cultures are: clan, adhocracy, market, and hierarchy. By a company choosing what kind of culture and structure they will plan lays out the design of how an organization will function which gives an the organizational identity, it facilitates collective commitment, promotes stability, and shapes the workplace behavior by helping employees to understand the purpose and goals of the company, and how they intend to accomplish their goals (Kinicki, 2012).

Organisational culture is a set of beliefs and values that effects the behaviour and thinking of organisation members and it can be a starting point for mobility or can create an obstacle to progress. Also, these are the basic areas of change and organisational evolution. (Hill & Gareth R Jones,

An Organization success depends on how employees, leaders, groups, and individuals work together. Now a company is usually ran on a set of foundations that have been laid out in terms such as, but not limited to, values, beliefs, norms, language, and habits. In order to have a successful working environment, one must reach out to get to know their employee beliefs, values, most importantly get to know their employees personalities. Happy leaders, lead happy workers, who in turn are more dedicated, and willing to put the work in to make the company a success. In order to maintain a successful running business, you must learn to train, and maintain happy employees. In this paper we are going to look at Geert Hofstede, social psychologist and foremost authority on global and organizational cultures, and how he defines six dimensions: Power Distance, Individualism, masculinity, Uncertain Avoidance, Long Term Orientation, and Indulgence and how all these dimensions tie into a successful business. I intend to give you the two countries that I choose to compare using the Hofstede Six Dimensions of culture, to show you have different cultures impact their work relationships.

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.

Organizational culture is also known as "corporate culture” that has a major impact on the performance of organization and especially on the quality of work life experienced by the employees. If people in the organization follow the same culture and accept the cultures as well, there would be unity formed within the organization that would lead to higher levels of efficiency resulting in an increase in the levels of performance. It is known that an increase in performance can lead to the development of a culture, which could lead to culture homogeneity in the way the organization works. A common culture results in having a common goal. People would agree to the decisions made more easily and be motivated to work, as the decisions made are the same as the

Organisational culture has been widely researched over the years because of the important benefits that arise from a strong culture in aiding organisations to succeed and grow. Understanding how to ‘build, maintain or modify an organisation 's culture ' (McAleese, D & Hargie, O. 2004 p.155) is essential to achieving a competitive advantage as organisations can have a direct influence on attitudes and behaviours of the employees within an organisation. (Robbins, Millett, Cacioppe & Waters-Marsh, 2001)

Just like people do, every organisation has its own personality; we refer to it as its culture. Even if it’s not visible, organisational culture is what shapes the behaviour of the people working in a company. Tichy (1982) said that organizational culture

Organisational culture, which is defined by Handy (1993) as the concepts and ideas which govern the behaviour of people and organisations, has a significant impact on the effectiveness of an organisation. Handy listed over sixty different variables which contribute towards an organisation’s culture including the style of leadership evident, the systems and structures which support the organisation and how the different sub groups within the organisation relate and work

Culture exists in all organisations whether it is in a small organisation or a big multinational organisation. Between organisations, culture may differ based on national cultures and time zones and this is what creates a different identity in each organisation. “Culture always mirrors the mutual perception that comes from the lessons people learn as they adapt and survive together over time. Thousands of interlocking routines interweaved together the fabric of the firm and translate timeless knowledge into timely action on a daily basis” Hooijberg, R., Lane, N. and Lief, C. (2012). The culture of an organization represents predefined policies/practices, which guides the employees on how things are usually done and what to prioritise