In this paper we will analyze the current culture of an organization using a conceptual model or framework and we will discuss how senior managers have sought to manage the culture of the organization over the past decade and what they could/should have done differently. 1.
Organizational culture describes the psychology, attitudes, experiences, beliefs and values (personal and cultural values) of an organization. It has been defined as "the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization." Senior management may try to determine a corporate culture. They may wish to impose corporate values and standards of behavior that specifically reflect the objectives of the organization. In addition, there will also be an extant internal culture within the workforce. Work-groups within the organization have their own behavioral quirks and interactions which, to an extent, affect the whole system.
Organizational culture is a commonly held in the mind framework of organizational members. This framework contains basic assumptions and values. These basic assumptions and values are taught to new members as the way to perceive, think, feel, behave, and expect others to behave in the organization. Edgar Schein (1999) says that organizational culture is developed over time as people in the organization learn to deal successfully with problems of external adaptation and internal integration. It becomes the common language and the common background. So culture arises out of what has been successful for the organization. Culture starts with leadership, is reinforced with the accumulated learning of the organizational members, and is a powerful (albeit often implicit) set of forces that determine human behavior. An organization’s culture goes deeper than the words used in its mission statement. Culture is the web of tacit understandings, boundaries, common language, and shared expectations maintained over time by the members. Ways of looking at organizational culture originally come out of anthropology. Here are some aspects of culture: Historical: Culture is social heritage, or tradition, that is passed on to future generations Behavioral: Culture is shared, learned human behavior, a way of life Normative: Culture is ideals, values, or rules for living
Functional: Culture is the way people solve problems of adapting to the environment and living together. Mental: Culture is a complex of ideas, or learned habits, for social control Structural: Culture consists of patterned and interrelated ideas, symbols, or behaviors Symbolic: Culture is based on arbitrarily assigned meanings that are shared by an organization [Adapted from Bodley, (1996)]
Overview of the Organization
My Organization is an independent governmental body with the primary objective to: •
Ensure that public entities’ resources and funds are managed, collected and expended, effectively and economically. •
Ensure accuracy of the financial reports and compliance of the public entities with the relevant laws, rules and regulation and governance guidelines. •
Promote accountability and transparency principles across all public entities. The organization has around 110 employees which includes all departments (Risk and Performance Assurance, Financial Assurance, IT, Procurement, Human Resources, Business Continuity, and Legal) 3.
An analysis of the organization`s culture
As a government entity my organization was severely affected by the regional culture (Middle East) and the local country culture (UAE). This culture depends on the power of authority granted to its management to control variety of cultures of its employees specially that we have employees from more than eight nationalities. Most of the senior management positions are for UAE nationals. The following sections summarize the characteristics of the...
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