Post Bureaucratic Eras

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.).

An organization’s culture is based off the shared values and beliefs that are shaped by the organization and its managers. It is this culture that dictates the manner in which employees are to conduct themselves within the organization. Therefore, a culture that creates an environment that influences the employees to act unethically will allow them to do so without thinking of the outcome of their

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.

“Organisations need strong culture”. Consider this statement in relation to how we understand and make sense of culture in the post-bureaucratic era.

In this essay about managing culture in the post-bureaucratic era, I am going to argue how the practices of managing culture have changed in this era and how they differentiate oneself from the bureaucratic era. Furthermore I describe the cultural influences especially in organizations and how the importance of those influences changed over the time. In the first section I am going to explain the content of managing organization culture to get a first insight in the topic and to express the knowledge about the influences of the culture in an organization. In the next chapter I separate between two perspectives of the cultural organizations and explain which of the both are relevant for the assignment question. The next step of my

Within organizations, large and small, there exists a sense of identity among its members that separates it from other organizations. This sense of identity is known as organizational culture. All over, managers seek to influence and change this into something that can be beneficial for the organization. In his article, “The Six Levers for Managing Organizational Culture”, Professor David W. Young defines the different elements that can influence and change the culture within the organization and how the reader can use these “levers” to their advantage. While the author does present a decent explanation for changing the culture of an organization, he leaves many questions unanswered that leaves his argument incomplete.

Brickman and Sims evaluate the result of how unethical behavior can affect the organizational culture. The article is credible because if demonstrates the effects of negative and unethical behavior on an organization and how to counter act them. Robert Sims is an author, Floyd Dewey Gottwald Senior Professor of Business Administration at Mason School of Business and has a PhD in Organizational Behavior from Case Western Reserve University. Johannes Brickman Professor in the Department of Strategy and Entrepreneurship at Norwegian School of Management BI, Sofienberg, Oslo, Norwayship. Their backgrounds in leadership, business, ethics and business assist them to be specialist in their field and credible sources for research. This paper shows

Cultural norms can play a part in a person's ethical or unethical behavior in the workplace.

individuals in high management and all those working in the organization. All individuals have their own interpretation of what the rules are and the ethical climate of the organization. This is further explained by the Stages of Moral Development as described in Chapter 2 of the text. For example, an individual in the obedience and punishment orientation will perceive things differently than an individual in the social contract

The following section presents a discussion of leaders’ ethical behavior presented in each of the studies considered within this synthesis. As employees spend a significant amount of time working with their supervisors, they both develop a strong relationship, as well as, the supervisors have a direct impact on employees’ day-to-day work performance. The effect of leaderships’ behavior can impact the performance and commitment of employees as discussed in all three articles. Kottke and Pelletier (2013) reported employees recognize that top leaderships or immediate supervisors are the one who create the work climate and control ethics policies. Employees’ perception of work climate is as in seeing supervisor setting a good example of ethical

In this essay, I intend to argue that from a time of structured bureaucracy to an aeon of flexibility and the stripping down of hierarchical order, the principles in managing culture have evolved. Nevertheless, as practices have changed, the results are analogous in that culture is developed in order to control an organisation. Organisation culture is the deep, normal assumptions, beliefs, and shared values that delineate organizational membership (Clegg et. al. 2011). I altercate that an enjoyable and gratifying culture has become a foundation for individual satisfaction and contentment, ultimately leading to workplace efficiency and productivity. I will validate this in Section one by reconnoitering on Fredrickson (2003) and comparing it to Sudnow (1967). Conversely, a free form culture is still delimited by control and bureaucracy within and this is demonstrated by Rosen (1988) and Parker (1992) in Section two. In the final section, with Ojo (2010), I will exemplify how in the post-bureaucratic period, there is an imperative liaison between organisation culture and performance.

Although he doesn’t suggest how organization culture is created, he remedies that, for organizations to shun unethical conducts, they must focus more on building the right culture than building an observance infrastructure for employees to adhere. He further argues that an organization culture is not supposed to be created by the leaders and posed down on employees. The article is also quite clear-cut that organizations must understand what causes misconduct and ways of measuring success of ethics. According to him, the true measure is “whether the company has made significant progress in achieving the key program outcomes-which can only be achieved by establishing the right culture” (Paragraph 14). While Gebler is right by indicating that the success of a company is measured by its ability to achieve its key programs, He is also wrong by indicating that this can only be achieved by establishing the right culture. There is more to success or achievement than culture.

In today’s dynamic business environment leadership must understand the value and importance of their organizations’ culture. While it may never be formally defined, leadership must have a vision of their intended culture and a plan for creating and maintaining it. This vision will serve as the potter’s clay that determines everything from the dress code to the organizational structure. This paper examines two methods organizations can choose to create and maintain a healthy culture.

Management researchers seem to agree that the things that companies do called "corporate culture" is an intangible concept and hence difficult to define. Among the attempts to define "corporate culture", the following definition is useful as a starting point:- "culture represents an interdependent set of values and ways of behaving that are common in a community and that tend to perpetuate themselves, sometimes over long periods of time" (Kotter and Heskett,1992,141) Peters and Watermann argue that changing a culture cannot be accomplished.

The purpose or aim of every organization is to establish such an organizational culture and behavior among its employees that helps in achievement of ideal ethical standards. There are certain determinants that play a critical role in helping achieve the right organizational culture. Some of these include personal moral intensity, social ties, codes of ethics, locus of control and Machiavellianism. These