ORGANISATIONAL CULTURE

Managing Organisational Culture



Managing Organisational Culture

How Organizational Culture Can Impact On Organisational Behavior

1.1 Analysis Of The Concept Of Culture To Organisations

An organisation's culture is often seen as manifested in its policies and practices and the understandings, language, behavior and attitudes of organisational members. The history of the organisation and the influence of its founders and/or key position holders are widely judged to be important influences on shaping the organisation's culture. Consecutively, this culture is revealed in the trait style that a company displays. Organisational culture is not easily discernible, measurable, or alterable. Frequently, executives and consultants who claim that an organisation's culture has changed are seeing only a climate change. A manager cannot simply go out and change the organisational culture—as some consultants and writers would have us believe.

1.2 Comparison Of The Traits Of Power Culture, Role Culture, Task Culture And Person Culture

Power Culture: Control is the basic part of the power culture. It is typically noticed within medium or small size administrations. This culture is short of team meetings that may result in undervalued feeling among staff and de-motivation thus increasing employees turnover.

Role Culture: Role culture is most Common in most organisations. In this, organisations are divided into diverse tasks and every person within the role is allotted a specific function. Role culture is rather rational to systematize in large administrations.

Task Culture: Task culture denotes a team-centred method to accomplish a specific job. Task culture is common in companies where the establishment will set up specific assignment panels' to achieve a mission thus far.

Person culture: Person culture is usually present in non profit or charities administrations. The heart of the establishment is the person or a specific plan.

1.3 Internal And External Factors That Could Influence Organisational Culture, Including National Cultures

Organizational behavior, is a product of features that affect the methods workers counter to their customers, work and leadership. Recognizing the external and internal aspects which influence their actions may assist the organization to recognize why workers are motivated and committed. External factors are business relationships and family life. Internal factors comprise organizational makeup, business culture and the management.

The Relationship Between Organisational Culture, Strategy And Performance

2.1 values and cultures that encourage behaviors consistent with organisational strategy

Organisational culture is a term used to refer to the configuration of values, implicit assumptions, and understandings. They are expressed in overt statements, patterns of behavior, and interpretations of symbols that distinguish one organisation from others. In the 1980s, the culture of work organisations became the focus of attention for many management theorists and consultants. The prescriptive element of managerial consultants was that "cultures could be managed and modified: that the honest leadership, holding the right values and beliefs, could change the culture and inculcate those values and beliefs throughout the organisation". The outcome was portrayed as a positive effect on levels of employee commitment, productivity and performance. In this way, cultures were viewed as potential sources of enhanced management control, capable of being shaped and harnessed in pursuit of great organisational ...