Cultural Control in Organizations
Title: | Cultural control has become the dominant mode of control in contemporary work organizations | Word Length: | Approx. 3600 |
Control is to ensure that actions conform to the expected results by appropriate feedback systems and correcting any deviation in time to see that results are ensured within proper time and cost as per planned standards. Control is a relationship that develops and changes with time.
Child (2005, pp.112) states that “The standard English definition of control is “to order, limit, instruct, or rule someone’s behaviour.” Within the context of organization, control may be defined as a process whereby management or other groups are able to initiate and regulate the conduct of activities such that their results accord with the goals and expectations held by those groups.
Control, in an organization has four dimensions: * Technical * Social * Political * Cultural
The technical aspect ensures allocation and assessment of resources. The social aspect is all about controlling attitudes and behaviour. This is where bureaucratic organization comes in picture. It is about influencing and shaping employees behaviour. The political control is all about power. Last but not the least; cultural control is actually about institutionalising certain values. All these aspects need to be coordinated properly to ensure a healthy work culture within the organization.
Talking specifically about cultural control, we can say that “Cultural control has become the dominant mode of control in contemporary work organizations.”
Recent research by California Management Review (Summer 1989) “Corporate culture is receiving much attention in the business press. A recent article in Fortune describes how the CEO at Black & Decker “transformed an entire corporate culture, replacing a complacent manufacturing mentality with an almost manic, market-driven way of doing things.” Similarly, the success of Food Lion (a $3 billion food-market chain
Control is to ensure that actions conform to the expected results by appropriate feedback systems and correcting any deviation in time to see that results are ensured within proper time and cost as per planned standards. Control is a relationship that develops and changes with time.
Child (2005, pp.112) states that “The standard English definition of control is “to order, limit, instruct, or rule someone’s behaviour.” Within the context of organization, control may be defined as a process whereby management or other groups are able to initiate and regulate the conduct of activities such that their results accord with the goals and expectations held by those groups.
Control, in an organization has four dimensions: * Technical * Social * Political * Cultural
The technical aspect ensures allocation and assessment of resources. The social aspect is all about controlling attitudes and behaviour. This is where bureaucratic organization comes in picture. It is about influencing and shaping employees behaviour. The political control is all about power. Last but not the least; cultural control is actually about institutionalising certain values. All these aspects need to be coordinated properly to ensure a healthy work culture within the organization.
Talking specifically about cultural control, we can say that “Cultural control has become the dominant mode of control in contemporary work organizations.”
Recent research by California Management Review (Summer 1989) “Corporate culture is receiving much attention in the business press. A recent article in Fortune describes how the CEO at Black & Decker “transformed an entire corporate culture, replacing a complacent manufacturing mentality with an almost manic, market-driven way of doing things.” Similarly, the success of Food Lion (a $3 billion food-market chain
References: * Clegg, S, Kornberger, M and Pitisis, T. 2005. Managing and Organization: An Introduction to Theory and Practice. Sage publications. * Thompson, p and McHugh, D. 2009, Work Organizations: A Critical Approach. 4th ed, Great Britain, Palgrave Macmillan. BIBLIOGRAPY * Clegg, S, Kornberger, M and Pitisis, T. 2005. Managing and Organization: An Introduction to Theory and Practice. Sage publications. * Hatch, M. and Cunliffe, A. 2006. Organization Theory: Modern, symbolic, and Postmodern Perspectives. 2nd ed, Oxford University Press. * Noon, M, and Blyton, P. 2002. The Realities of Work, 2nd Edition, Palgrave. * Principles and Practices of Management (Anon, 2010) * Thompson, p and McHugh, D