Organizational Culture : An Organization

In 1972 Rogger Harrison researched into ‘Organizational Cultures and Structures’ which was later supported and publicised by Charles Handy (1985), it suggested that there are four dimensions of cultures through which organisations exist. They are; ‘power’, ‘role’, ‘task’ and ‘people culture’. Organisations can be associated with one or more of the different cultures. Many organisations can be identified as having a different organisational culture at each hierarchical interval.

This report therefore gives an analysis of the current culture of the organisation, referring to the present business practices and the values and ways in which the organisation is run. Despite the effectiveness of this current culture, and the challenges of ‘change’ of any sort, there

In this essay, I am going to argue that management can use culture as a powerful and effective tool in order to limit or minimise resistance within the organization 's environment. I am going to suggest that the culture provided to employees by managers can significantly impact upon their performance within the organization and therefore reducing the probability of conflicts and subjugation in this post-bureaucratic era. In section one I will demonstrate the difficulties in the transition from a bureaucracy era, which involved hierarchies, rules and division of labour, to post-bureaucracy; which is based on trust, empowerment and personal treatment, by drawing on Josserand, Teo and Clegg 's (2006) writings. In section two I will use Rosen

“Drawing on scholarly articles and theories discussed throughout the module, critically examine how far individuals can influence an organisation’s culture”

Organizational culture is constructed on communal perspectives, convictions, traditions, and inscribed and unrecorded administrates which have been arisen over a while and are deemed acceptable. Furthermore, corporate culture, it 's demonstrated in the manner the establishment accomplishes its transactions, regards its workforces, consumers, and the broader communal; correspondingly, organizational culture entails the degree to which liberty is allowable in decision making, fostering modernistic philosophies, and individual manifestation, by what means authority and information surge through its hierarchy, and exactly how dedicated workforces are regarding cooperative objectives. (Business Dictionary, 2016)

The culture of an organisation can be seen as a set of core characteristics that are collectively valued by all members of that organisation; and, corporate culture is believed to be a key element in the success of any organisation (Visagie et al. 2002). Schein (2004) emphasises that organisational cultures provide group members with a way of giving meaning to their daily lives, setting guidelines and rules for how to behave and most important, reducing and containing the anxiety of dealing with an unpredictable and uncertain environment. The aim of this paper is to provide a clear demonstration of appropriate theoretical frameworks in relation to corporate culture; with the concentration on analysing its positive and negative influences

Organisation culture can be described as the beliefs, customs, value systems and behavioural norms and ways of doing business that are unique to each corporation.

Social scientists and researchers delved into the idea of organisational culture as an important component of organisational theory in the past. Brown (1998) identified four different sources of organisational culture which stems from climate research, national cultures, human resources management, and from conviction approaches.

develop to take advantage of new opportunities. To do this effectively means more than knowing

Since December 2012, Woodbridge Insurance has invested substantial time, money and effort into revitalising its organisational culture. In implementing this fundamental change, the Head Office in New York has acted in accordance with research that suggests a positive connection between a company’s performance and the strength of its organisational culture (Clampitt, 2010, pp. 73–74; Fortado & Fadil, 2012, p. 288).

The culture progresses the organization forward when it fixes the jobs and the category of labour. Culture shows some other crucial and equivalent role by reflecting experiences in the past and keeping away from occurring again of emergency. For example, when an organization learnt about relying on a sole leader to broker of its inner interest. Likewise, relying totally on one source of money doesn’t continue long life.

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.

So what the culture actual means to an organization? Bratton and Gold(2000) defines culture as an imperfect collection of interrelated understandings and behaviours shared by a people, which are shaped by the ways of acting and thinking, by artefacts and behaviours.. People understand the world based on their understanding of laws, norms, value, beliefs, symbols and language. Thus, one of the conditions to be a good organization is necessary within an expression of organizational culture. For instance, how people experience their work, what norms they need to respect and what responsibility they have. In the other words, it will provide employees a sense of guidelines and directions. Mullins (2005) states that culture helps to reduce complexity and uncertainty, and believes that there is a correlation between organizational culture and performance. Indeed, a

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.

Fard, Rostamy and Taghiloo (2009) states that organisation culture is assumed worldwide as a gadget that is utilized by management to frame and deal with the beliefs, prespective and behaviour of people and taking into account that the organisation can attain to their vision and their mission.