ORGANIZATIONAL CULTURE & BEHAVIOUR

Organizational Culture & Behaviour

Organizational Culture & Behaviour

Introduction

The paper will attempt to understand the relationship between organisational structure and culture while exploring the different approaches to management and leadership. In addition, the discussion will also elaborate on the ways of using motivational theories in organisations and the mechanisms for developing effective teamwork in organisations. The essential objective of this discussion is to apply the theories / concepts of organisations and behaviour to a variety of contexts.

The term culture means different things across such a range of disciplines and ways of thinking that it is among the most complicated words to define in the English language. In a sense, it is fitting that culture means different things to different audiences. Its power rests in the particulars—in the commitments, assumptions, symbols, and artefacts that make organizations and organizational identification distinctive. Thoughtful dialogue about leadership and culture as management ideas is burdened by awe-inspiring fecundity. In a sense, it is fitting that culture means different things to different audiences. Its power rests in the particulars—in the commitments, assumptions, symbols, and artefacts that make organizations and organizational identification distinctive

Discussion & Analysis

Organizational culture is described as compatible with this shape which is a formal and systematic place for working. Procedures control what individuals do and effective managers are appropriate coordinators and organizers (Dong and Glaister 2009). Preserving of an organization that works well and perfectly is important. Long-term concern of the organization includes stability, predictability and efficiency. Formal rules and regulations and policies lead to cohesion and integration in the organization. Organizations from fast food restaurants and major productive groups (like general motors company) to governmental agencies (like ministry of justice) have hierarchy cultures.

Defining of culture as a method is possible through which related affairs are performed in various organizations. Organizational culture has a positive effect on attitude and manner of thinking of employees. He claims management must perceive the relation between a strong culture and positive organizational results. If this is the most suitable method for performing of affairs in order to obtain success in the competitive environment of the organization, then culture will be a property for the organization (Van den Steen 2010). On the other hand, if culture can't encourage behaviours that are necessary for successful organizational competition, then culture is considered as a debt for the organization. Managers need a framework to identify the manner of culture's impact on capability of their organizational unit for creating and implementing of knowledge in order to achieve a proportion among the present organization and purposes of knowledge management. They can design strategies to adapt themselves with appropriate culture or reshape the present culture along with supporting from knowledge management purposes of the organization just after doing of this action.

Culture affects the manner of decision making, management style and behaviour models in the organization. Successful collection and sharing of knowledge could not occur in an environment that is depended on opposition or hostility. Individuals are competing in such environment against each other and ...