The Argument Of Mats, By Managing Culture

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This paper seeks to support the argument of Mats Alvesson that by managing culture, it is possible to facilitate positive outcomes beneficial to stakeholders in an organization. It also suggests that employers and employees can have mutually beneficial relationship and achieve organizational performance. To analyse and evaluate the argument, it is important to define and understand the concept of ’culture’ and ‘control’.

According to Schien (2010), culture is how we are supposed to feel and act in a given society or organization which has been taught by various social experiences as a way to maintain social order.
Schuller et al (2012) also defined culture as the way of behaving and believing that a
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Control is an important function that managers must perform to ensure things are moving in the right direction and to keep errors at the barest minimum. Control ensures effectiveness and efficiency in an organization.

There are various forms of control which include;
Behavioural Control
This is a form of control where managers closely monitor what employees do and have penalties for disobedience. For Example, where employees have to clock in and out in an organisation or have a dress code at work.
Cultural Control
Here, employees have a personal relationship with the organisation and support the organisations goals and objectives. Oftentimes, employees are unaware that management influences the way they behave. For example, spme organisations provide all facilities like the gym, nursery, cafes in one building to always employees at work
Social Control

It is indeed possible to achieve organizational outcomes beneficial to employees and shareholders. To determine this, it is pertinent to discuss the forms of employment relations. Firstly;
Unitarist Theory
This theory assumes that the management of an organization has the right and authority to lead and, any form of opposition to this is regarded as irrational and
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