CORPORATE CULTURE

Corporate Culture Nokia



Corporate Culture Nokia

Corporate Culture

1.1 models of organisation culture used to achieve organisational objectives

As said by Choe (2004, pp.669-684) behaviour of the organization or the culture of the organization is defined as “the collective programming of the mind that distinguishes the members of one group or category of people from another”. The word “Organization culture” refers to those beliefs and values that are practiced within an organization. It also refers to the different ideologies, principles along with the policies that are followed by the organization from its organizational culture. It would not be wrong to say that the culture of the organization decides the line of action for the interaction of individuals with each other within an organization and also how these people behave outside the organization as well. Certain models are followed by the organization in order to achieve the objectives that are outlined by the higher level management of the organization as the culture of the organization has deep impact on the organizational objectives which can be achieved through the help of organization process and increase performance of employees (2004, p. 30). While discussing the achievement of organizational objectives, it is necessary to have a look on the model of organizational culture that is being practiced. According to Edger Sachein, there are there models of organizational culture that could help in achieving of organizational objectives effectively. These three are artifacts, values and assumed values (N.K. Jain, 2005, pp. 295-296). Artifact is the first level within an organization that could be easily felt, heard and viewed by the employees collectively. Things like the gesture of the employees, their way of interacting with each other, office furniture and supplies, mission and vision of the organization all come under the heading of artifact and are the first step towards the attainment of the objectives of the organization. The next thing is the values of the organization. The process of thinking, level of understanding and attitudes of the employees also have a deep impact on the organizational culture that eventually can either support or could become a hurdle in achieving the organizational objectives. The third and last level is termed as assumed values which cannot be measured but still has a strong affect over the organizational culture. There are some specific facts and beliefs that are not visible such as the internal aspects of human nature that can create an impact on the objectives of the organization. These are the models that could greatly affect the attainment of organizational objectives. These models could be used by the organization so that the objectives could be achieved in a much better way that is effectively and efficiently.

1.2 Organizational verses National Culture

Organizational culture is a pattern of shared assumptions, discovered or developed by the group, as it learns to cope with problems of external adaptation and internal integration. A pattern has proven itself well enough to recognize it as final and binding, which means that it can be, instilled new members ...