Organisations culture Essay

1.Executive summaryIn this reputation I brass at how memorial tablets develop flori destination and how this farming put up be created, manipu slowlyd and flipd my focusing. I too look at what other(a) factors flush toilet swap and affect a companies refining. The paper result take the following cookat. A definition of refining and the problems associated with its definition. I t consequently look at how geological formationl polish develops, with an explanation of the levels of pagan analysis, a look at the various opposite subjects of g goinginess, and the subprogram of the loss leader/manager in creating the government activitys subtlety. How subtlety nominate be changed and the skills and actions desireed by management to productively work through a heathen change. I then finish with a conclusion.2.Defining institutional glossinessWhat is organisational culture? This it has been found, is not an easy incertitude to answer. The concept of cultu re has its roots in anthropology, the bring of human affairs. In this condition, culture has been used to designate two different things. A kins psyche or a social assemblage is studied as a culture that produces and whitethorn be possessed of heathenish artefacts. The second use of the terminus refers to aspects inwardly a addicted culture, much(prenominal) as customs, rituals, k todayledge and so on. (Sackman, S, 1991). In the context of organisational culture it is almostly the second approach that is studied. Although population whitethorn not be aw ar consciously of culture, it still has a persuasive make over their demeanour and actions. (Mullins, L, 2002). This statement explains that although we may not have the knowledge that we belong to a certain pagan class it for narrow still have an stir on our behaviour and in an organisational sense, our working lives.The culture concept began to affect organisational thinking in the late 1970s and early 1980s. Alt hough is it evident in ideas from a number of in the first place writers, for example Bernard (1938) and Jacques (1952). If we look at a number of different of organisations it is get dressed free to see that things atomic number 18 through with(p) differently. This idea applies to all organisations, horizontal in similar companies that atomic number 18 operating in the same industry. Tesco provides much the same service as Sainsburys, but on close review article we would be able to see the differences in which the two companies operate.It is much vexed however to describe how things are done differently, or why the companionship feels different. A major problem with the concept of culture is the item to which individuals, organisations or entire communities display characteristics which are consistent at bottom it. (Martin, J, 2001). Do all British mass display characteristics that are consistent with British culture? It is sop up that although in that respect are legion(predicate) similarities in the behaviour of people within a defined culture, that individual differences provide more or less variety. The same must also be assumed in the context of organisational culture.Another problem with finding a definition for organisational culture is the clean number of definitions that already exist. Kroeber and Kluckhorn list more than 250 definitions of culture, that include components such as ideas, concepts, ideologies values, attitudes, goals, norms, learned behaviours, symbols, rites, rituals, customs, myths, habits or artefacts such as tools and other material representations. (Sackman, S, 1991). This necessarily leads to confusion amongst researchers as to a universal definition of organisational culture.The term the management we do things around here (Deal and Kennedy, 1988) is lots current as an procurable definition of organisational culture. However this offers little in impairment of the content of culture.Kilman et al. (19 85) suggests culture is the deliberates the ideologies, shared philosophies, values beliefs, assumptions, attitudes, expectations, and norms of an organisation3.Levels of cultureNow we have looked at a definition of organisational culture we should look deeper into what develops and makes up an organisations culture.According to Schein (1985), organisational culture is made up of three levels.Visible organisational structures and processes(Hard to decipher)Strategies, goals, philosophies(Espoused justification)Unconscious, interpreted for granted beliefs, habits of perception, plan thought and feeling(Ultimate source of values and action)The Levels of Organizational finishing, Schein, E (1985)ArtefactsThese physical body the surface level of culture. They include all the things that a person sees, hears and has adjoin with. In an organisation it would be the architecture of the environment such as the management hierarchy, its technology, its creations and products and its styl e in terms of manners of address both(prenominal) up and down the hierarchy, dress codes and semiformal procedures.Schein identifies the most important headway of this level world that artefacts are easy to identify but heavy to decipher. Two organisations may well have the same system in operation but they can mean different things in terms of the culture of the organisation. Schein puts his auspicate into an example by saying both the Egyptians and Mayas build orotund pyramids, but they were tombs in one culture and temples in the other. This point is contradicted by Gagliardi (1990) who says ones own response to physical artefacts such as buildings and other office lay bulge outs can lead to the identification of major images and root metaphors that reflect the deepest levels of culture.This is supported by my own experience. I have worked in a supermarket, anorganisation with a tall management hierarchy. Many of the artefacts of the organisation gave the impression of a very formal culture. A strict render dress code was in place, with management wearing different work from subordinates, and formal forms of address being used. The friendship was also by and large bureaucratic with countless forms to be filled out a large metrical composition of standard procedures in place. One person however may look at a very informal organisation and class it as inefficient and unproductive, while another may class it as progressive and free from unnecessary bureaucracy, this depends on the individuals previous preconceptions more or less the artefacts that are present. determineValues are normally one persons beliefs just about a given(p) situation. If a manager believes that at a certain time of the socio-economic class his/her family should run at a lower capacity out-of-pocket to demand etc. This is attributed to his personal values. Only once these values are acted on, successfully implemented and substantiated by the organisation do they blend transformed into primal assumptions. From a marketing perspective, some of these values may remain conscious and may be explicitly stated in a companys mission statement as the prevalent values of the organisation (Deal and Kennedy, 1982). Only values that are concrete that can be physically and socially validated, they are confirmed by the groups experiences, go through his transformation process.Underlying assumptionsIf a dissolving agent to a problem works frequently then it is practically accepted as a rule for solving the given problem. The index number of culture comes forth because these assumptions are shared within the group and are therefore mutually rein beat backd. These assumptions can often cause problems when someone in the altogether, with a different set of underlying assumptions from a previous culture, joins the organisation.As humans we the likes of stability. Any decision which challenges or questions an underlying assumption, such as changing a costing method, or a method ofproduction, result apparent lead to anxiousness and defensiveness within the organisation. A skill required by managers wishing to change aspects of an organisations culture is to recognise this connection, to get to the deeper levels of culture, and to deal with the anxiety that results when these assumptions are changed.The three stages are linked constantly in concert. Basic assumptions are treat as the essence- what culture really is and values and behaviours are treated as observed manifestations of the culture essence. (Mullins, 2002).We are able to see now how culture is developed in term of values being acted upon and accepted by the organisation, these values being transformed into underlying assumptions and the artefacts of the organisation being formed by the interpretation of these underlying assumptions.4.Types of organisational cultureHandy (1993) identifies 4 typesetters cases of organisational culture.Power culturePower cultures revolve a round a focal person or micro group, this person or group has implicit power throughout the entire organisation. It is often found in small entrepreneurial companies, and relies for the most part on trust and communication. It is normally non-bureaucratic with few formal procedures. The success of the organisation depends generally on the skill of the focal person or group.Role cultureRole cultures are often largely bureaucratic, it is often described as a small number of senior(a) managers resting on the strong pillars of the various bunks of the organisation. Each person has a stipulate role within a function of the organisation which in trance has a specified role withinorganisation as a whole. These roles are expected to be adhered to and it is rare for an individual or function to deviate into different areas of the business. Predictability and stability are two main themes within this type of culture. This type of culture often develops in large companies with large num bers of cater and a tall management hierarchy. Companies with this type of culture tend to have steady objectives and operate in largely predictive markets. Again this relates back my own experience as this type of culture is largely prevalent in supermarket chains.Task cultureTask cultures recognise the objectives and goals of the organisation as being paramount. Handy describes this as a illuminate or matrix culture. Power is often shared by a police squad of experts who are highly manoeuvrable to suit the necessitate of the organisation. It largely found in team or project based organisations such as consultancy firms or engineers.Person CulturePerson cultures are largely individual orientated. Any structure is solely suited to aid the individuals within the organisation. There is no specific power structure with individuals having complete power over their own operations. Examples of this would be barristers chambers, architects, business consultants, individuals that have come together to share resources such as office space and admin support. almost people are more suited to different types of cultures than others. Where one person will be happy working in an organisation with a trade union movement culture, he/she may feel constricted and undervalued in a role culture environment. Another person may be the opposite and may feel secure within a largely role orientated company.An important skill for managers is being able firstly to identify the type of culture his/her organisation is operating in and then to hire the rectify people for that culture, this helps in reducing any anxiety caused bychanges to underlying assumptions previously discussed.There are many other models of the types of organisational culture available to the researcher. Writings by Deal and Kennedy on the generic cultures, Ouchis type Z companies, and several more. The focus of this paper however is on the phylogenesis and change of culture and this will be explored in the fo llowing sections.5. Factors change the development of cultureThe role of the founderOrganisations do not form accidentally or spontaneously. They are created because one or more individuals comprehend that the coordinated and concerted action of a number of people can accomplish something that an individual cannot (Frost,p et al. 1991)At the beginning of an organisations life the founder often has complete laterality over the organisation. He/she will make most of not all of the important decisions over all areas of the organisations operations. Because they had the original idea, founders will typically have their own notion, based on their own cultural history and personality of how to get the idea fulfilled. (Schein, 1985). Since the founder started the group it is inseparable to assume that he/she also impose their thoughts, values and assumptions on the group. As raw(a) members enter the group the founders assumption will be changed and change to suit the new organisation , but will always have the biggest impact on what becomes the organisational culture.This has large implications for the future of the organisation. If the company was founded by an informal, easy loss type of person then this is the type of organisational culture that is probable to develop. besides if the organisation is founded by a formal, autocratic person, the company will likely develop this kind of organisational culture. This will continue to form the organisations culture and have a large influence on the actions of the company compensate if new leaders are brought in to the organisation. The assumptions of the founder will already be deep routed and form the basis ofthe culture.SizeSize affects an organisation because of the formality that is often required in larger companies. A large company with many levels of management and a large number of functions or even businesses cannot realistically operate on an informal level. This has implications for the culture of th e organisation.TechnologyIf the company uses highly technological systems and procedures in its operations ie pharmaceuticals, the cultural wildness will be on the technical skills of its employees. A company in the service sector may have a cultural rakehell towards customer service.Goals and objectivesWhat the organisation wants to fulfill will also affect culture. An organisation that wishes to become a market leader may inherit cultural values that reflect that attitude, i.e. company image focused, or have a heavy marketing orientation.EnvironmentThere are many environmental factors that can affect an organisations culture, stakeh obsoleteers, competitors, government etc. etc. How a company chooses to interact with each of these environmental forces will determine how the organisations culture develops. citizenryThe preferred style of work amongst both senior management and employees has a large effect on the organisations culture. If senior management attempt to implement a culture that is unacceptable to employees a reaction willfollow, industrial action, low motivation, poor productivity etc. Likewise if employees attempt to force management into following their own culture then a prejudicious reaction will also result. i.e. relocation or the replacement of workers.(Section taken from Martin, J, Organizational Behaviour, 2001)Senior management need to realise the factors that affect an organisations culture and attempt to you analyse the likely impact major business decisions may have. Failure to do may have negative consequences for the culture and hence the success of the company.6.Cultural change, the role of managementThere is some considerable make out as to whether changing something as deep-seated as corporate culture is possible Writers with this view usually focus on the deeper levels of culture, the underlying assumptions. turner (1986) supports this view by suggesting that it would not be possible to manipulate it accurately because it becomes such an integral part of the organisations fabric. Because these are taken for granted assumptions about organisational life, members cannot envision any other way of operating.Those advocating corporate culture usually focus on the surface elements of culture, the artefacts. These are more easily changed than the deeper routed assumptions. Some writers have surroundd that unless the deeper assumptions are changed that the company will revert back to old ways of operating. Despite these arguments there is wide consensus that cultural change should altogether be attempted as a last resort and afterwards other avenues have been sought.(Cummings, Worley, 1993)A primary task of management is to control the activity of employees to best serve defined organizational interests. They can achieve this control using formalized rules (bureaucratic mechanisms), economic rewards and sanctions or values and norms about how the work is to be done (clan or culturalmechanisms) (Wilkins an d Ouchi, 1983 cited by Sinclair, A, 1993). This statement reflects the common view that organisational culture needs to be align with organisational strategy if the company is to be successful. Many companies have now realised the importance of developing strategies harmonious with the organisations culture.Sometimes however culture needs to be changed, if circumstances require an organisation to follow a contingent strategic route or a significant change affects the organisation i.e. market forces, government action, rapid growth etc. then the culture will have to be adjusted to suit the strategy and international environment.Managers require many skills in order to successfully change an organisations culture. It is a lengthy process that is full of danger. Staff need to be reassure and convinced that the new culture will work, otherwise defence mechanisms and the problems discussed sooner may begin show.The following guidelines to changing culture have been cited in (Cummings , T, Worley, C, Organization development and change, 1993)1.Clear strategic vision- the firm needs to have a clear view of its operational strategy if culture is to be changed. Managers need to know where the company is now and where it is planning on going.2.Top-management commitment- cultural change must be managed from the top of the organisation. Senior managers need to be attached to the new culture. They must have the staying to see the changes through.3.Symbolic leadership- executives must communicate the new culture through their own actions. Their behaviour needs to symbolise the behaviours and actions that are being sought in the entire organisation. In an example given in the text, the CEO of Dana Corporation Rene McPherson threw the companies multi-volume policy manuals into a waste paper basket during a meeting and replaced them with a one page set of principles.4.Supporting organisational change- the culture change must also be supported by changes in the organisationa l structure and operations, the artefacts as have already been discussed. They can get people aware of the behaviours required in the new culture for the organisation to be successful.5.Selection and socialization of newcomers and termination of deviants. One of the most important methods in changing an organisations culture is hiring the right people. This is particularly prominent in management positions where the manager has influence over the behaviour of subordinates.6.Ethical and legal sensibility- sometimes when culture change happens some employees feel they are being hard done by, maybe due to a change in roles, due a promise made during the transition that has been fulfilled. This may lead to legal battles and or resignations from the company.These steps demonstrate some of the ways that managers can influence and successfully change an organisations culture. There is of course no universal solution to changing or influencing culture, all companies are different and indivi dual approaches are more than likely necessary for cultural change to be successful.An example of cultural change is given in (Martin, J, Organizational Behaviour, 2001). In this case study of a motor car dealership in the UK, the newly ordained managing director wanted to change the company culture. The existing culture was largely autocratic with instructions coming down the hierarchy and staff carrying out these instructions. She wanted to change the culture so that the company has a more had team based approach with decision making at team level and initiative being used at all levels of the organisation.To do this she had to use drastic tactics such as showing staff a video of disappointed customers and even accepting a loss in revenue while the changes were being made. Along with this approach she introduced many changed such as more staff training, revision of pay schemes, dogging improvement groups, multi-functional teams etc. After three years the culture change was deeme d complete and she could turn her hand to the future of the company.This case study highlights the often drastic measures and level of commitment that is required by managers to introduce a culture change to an organisation.7.ConclusionIt is relatively clear that organisational culture exists and that it plays a huge part in an organisations actions and the behaviour of its employees. Very few writers now argue with this point. I have discussed how culture develops in an organisation and the different levels and types of culture that emerge. Referring back to the second part of the original question, we have seen how managers can influence and attempt to change an organisations culture and the various problems that are encountered in this process. Although there are debates as to whether an organisations culture can or cannot be changed it would bet that there is a mid-point between the two arguments.There are examples of successful culture changes and I have given one in the text . It is clear that if properly organised and implemented a cultural change can be achieved. However we cannot assume that the culture has been changed all together. If the underlying assumptions are as strong as Schein and other writers claim then these will always affect the company culture in some human body or form. If the new culture is not carefully controlled could reappear. To conclude I would say, although cultural can be changed to suit the environment and organisational strategy, that managers should be circumspect take into account the underlying principles that govern the organisational culture.8.ReferencesMartin, J, (2001), Organizational Behaviour, 2nd edn, Thomson tuitionMullins, L, (2002), Management and Organisational Behaviour, 2nd edn, Financial Times, Prentice HallSchein, E, (1992), Organizational Culture and Leadership, 2nd edn,Jossey-Bass Inc.Cummings, T and Worley, C, (1993), Organization Development and Change, 5th edn , West publication CompanySackman, S, (1991), Cultural knowledge in Organizations Exploring the Collective Mind, Sage PublicationsFrost, P et al. (1991), Reframing Organizational Culture, Sage PublicationsSinclair, A, (1993), Approaches to organisational culture and ethics, Journal of Business Ethics, Dordrecht Jan 1993. Vol. 12, Iss. 1 pg. 63, 11 pgsWilson, A (2001), Understanding organisational culture and the implications for corporatemarketing, European Journal of Marketing, Bradford, Vol. 35, Iss. 3/4 pg. 353