The Impact Of Culture On An Organization

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An organisation’s culture can be described as a collection shared experiences over time, by resolution of problems faced in both an external and internal environment (Schein 1990, p.1100). Although, organisational culture is considered a modern concept, a historical viewpoint is explored, to provide evidence of the long held value of this concept to communities, . Furthermore, the formational factors, processes and drivers that develop culture in an organisation, whether positive or negative, will be explored.
The effects of culture on an organisation will be investigated, with a case study on the Fédération Internationale de Football Association (FIFA), by analysing its management structure and dubious ethical standards, as
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Finally, a summary of important issues and any suggestions on organisational impacts will be made.

An investigation into organisational culture presents long standing examples of this philosophical vision throughout history (Ritchie et al. 2012,p.1099). Modern strategic management can be compared to ancient versions, in the Hebrew Old Testament. The leadership of the nation of Israel shared striking similarities to the modern concepts of organisational culture, along with other business theories considered contemporary (Ritchie et al. 2012,p.1100). The moral code within the ‘ten commandments’, suggests a strong presence, in Israel, of both deep cultural beliefs and assimilation. Comparatively, modern organisational culture introduces the advantage gained from the empowerment of individuals, improving employee commitment, increasing workforce stability and developing a comprehension of overall strategies by employees (Ritchie et al. 2012, p.1106-1007). Although, it is relatively modern concept, and despite some uncertainty regarding its definition amongst academics, a generally accepted interpretation of organisational culture has developed.

Organisational Culture An organisation’s culture was described earlier, as a collection shared experiences over time, by resolution of problems faced in both an external and internal environment. Additionally, to this perception , three main characteristics fundamental to the organisational
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