Strengths And Weaknesses Of Centrelink

Organisational culture can be acknowledged as the organisations personality; which is also referred to as corporate culture. Organisational culture is defined as the process of how things are dealt with within an organisation on a daily basis, affecting the employees and how they work, how they are relating to each other, to the customers and also their managers. Deal and Kennedy defined organisational culture as ‘the way we do things around here’ and Hofstede said it is ‘how people behave when no one is watching’ and ‘the collective programming of the mind’ (Deal and Kennedy 1982, Hofstede 2001).

These days’ different organisations are involved and are influencing the system when dealing with social problems. Firstly, the citizen’s individual’s participation to improve the wellbeing of the community. Secondly, the community they may represent the interest of a group, organisation and / or individuals. Lastly, the government they have the responsibility for legislation, social and economic planning, public policy and program, safety and protection of community members, etc. Government agencies invest and deliver services for the community such as: education and employment opportunities; secure, sustainable housing and infrastructure; and good health and wellbeing across the life course. These diverse services are provided to people across their life span and include: community development; early intervention services; advice and information; crisis support; and ongoing services. (How government works, 2016)

Organisational culture describes the values, beliefs and behaviours which provide norms for the environment of an organisation (Anon., 2012). The culture of an organisation sets out to provide structure for employees within a business and often culture shows to be a strong factor in certain organisations. Edgar Schein, a culture theorist explains that the definition of organizational culture must be general otherwise factors may be eliminated which may contribute to culture within a business. (Anon., 2007). Culture impacts on the working procedures in which a business performs and effects the way in which the organisation is run on a daily basis.

This case study illuminates that government policy; funding and program implementation is a form of regulated control. It is as if the government cannot justify the expense to the public unless they understand the problem by the unjust or prejudicial treatment of people to resolve the issues (Campbell, Wunungmurra & Nyomba 2005). This confused state of affairs smacks of racism or cultural ignorance or both. Further, the projects the government funds to reduce the health, education, income and employment gap between the wealthy and marginalised people of Australia would work if all they provided was “culturally relevant encouragement, funding and technical support” (Campbell, Wunungmurra & Nyomba 2005, p.164) and followed the community development

Organisational culture refers to the behaviours of people at work, their shared beliefs and values.  Schein (1992, p.12) describes this as a set pattern of assumptions that a team shares as they learn working together over a period of time. Organisations

According to Mclean and Marshall (1993) organisational culture is defined as the collection of traditions, values, policies, beliefs and attitudes that contribute a pervasive context for everything we do and think in an organisation. (ie) this means that these factors actually determine how we think as well as act and react not only to people from within the same organisation but also to anybody on the outside who has some sort of interaction with the organisation. As can be seen with the part-structure in Figure 1, this organisation (WHD) has various levels of management. There is quite

Ageing people will receive superannuation and age pension after retirement, and the unemployed can apply for a small amount of allowance every two weeks. There are also many kinds of special benefits for the homeless and low income families. It seems that Australia’s welfare system is relative perfect and can ensure the fundamental living standard for everyone. However, a few social problems have emerged in the welfare society over the years.

Coined as “the way we do things around here” (Deal and Kennedy, 1983, p. 501), culture encompasses how an organisation is run, its “personality”, and the norms, values, beliefs and attitudes (Armstrong, 2010) that reflect the organisation’s mission, aims and goals.

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

An organisation’s culture relates to a set of shared beliefs and values that has been agreedby the entire group and thus representing the company’s unique identity. They reflect theorganisation’s core values which are learned, re-learned and passed on to new members.These include the way people communicate with one another, how information isexchanged, the procedures and processes followed etc. Roger Harrison defined four typesof organisational culture depending on the level of centralisation and formalisation. Thisis indicated in the figure

There is no perfect book definition for Organization Culture. It is a term that has a generic definition and has a different meaning in different organizations. Every organization has a different culture based on its products and business and the people working in it, in order to be successful. Informally we can coin the term saying ‘the way we do things around here’ that would make the organization look ‘hip’ and ‘cool’.

Organizational culture are the shared beliefs, values, and assumptions in an organization (Wall, Corbett, Martin, Clegg, & Jackson, 1990; Wall, Jackson, & Davids, 1992). These shared beliefs, values, and assumptions were demonstrated in the organizations of our readings. For

Background Organizational Culture Organizational culture is a way to describe the collective behavior within an organization, the values, norms, language, symbols, status, and beliefs and habits. We can also view organizational behavior as the collection of behaviors within an organization that cause those members to perceive their organization and others. In fact, organizational culture affects the way individuals and groups interact with each other, clients, stakeholders and the public Because people are so individualistic, it would stand to reason that each organization would have a unique culture, or even group of cultures based on location or department/focus (Tatum, 2010).

Every organisation has its own structure and culture. It may vary depending on it is mission and vision etc. In my own understanding organisation structure is based on number of people working in the organisation and their priority of work it has been designed. According greet hofsted organisation culture is “the collative programming of the mind that distinguishes the member of one organisation from other”

Basically, organizational culture is the personality of the organization. It is one of those terms that are difficult to express distinctly, but everyone knows it when they sense it. For example, the culture of a large, for-profit corporation is quite different from that of a hospital, which is in turn quite different from of a university. You can tell the culture of an organization by looking at the arrangement of furniture, what they brag about, what members wear, etc. -- similar to what you can use to get a feeling about someone's personality.