Impact of Organisational Culture to an Organisation Strategy - Cool Ice (Pvt) Ltd

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Organisational Culture

1. Preamble
Every organisation does have its own organisational culture which is unique to other organisations. Organisational culture is an important aspect for strategic managers as it has a bearing to the success of the organisational goals. In light of this managers need to ensure that the organisational culture is strategy supportive. In this paper the writer seeks to critique Cool Ice (Pvt) Ltd organisational culture with recommendations where necessary. Cool Ice (Pvt) Ltd is a company that manufactures ice. The company started operating at the end of 2007. The head office is situated in Msasa, Harare. The company manufactures ice blocks and ice tubes. The products are packaged in 2.5kg, 4kgs and 8kgs packs and are distributed direct to retailers that have been contracted by the company. These distributors have storage facilities that are provided by the company. Delivery sales representatives do the selling of ice. Despite the fact that the product can be distributed to our clients, some can come direct to the factory and buy through our sales office. 2. Introduction

Hodgetts and Luthans (1997) defined culture as the acquired knowledge that people use to interpret experiences and generate social behaviour. This knowledge forms values, create attitudes and influences behaviour. Kereitner and Kinicki (2004) in agreement further points out that culture is shared by all members of the society. Above all, culture brings people together in a society. Organisations are similar to society in the sense that they constitute a group of people who distinguish themselves by clear boundaries from other work groups. Through working together, people gradually develop their own way in achieving unitary objectives by adapting to, while being adopted by other people in the organisation Willan and Hunger (2003). Organisational culture is concerned with the subjective aspect of what goes on in organisations. Culture presents the “social glue” and generates a “we feeling” thus counter acting processes of differentiation that are unavoidable part of organisational life Armstrong (2009). Stoner and Freeman (1992) concur with Johnson et al (2006) that organisational culture consist of the basic assumptions, norms, values, attitudes and beliefs that are shared by the members of an organisation. Corporate culture comes from the organisation’s beliefs and philosophy about how its affairs ought to be conducted – the reasons why it does things in certain way. A company’s culture is manifested in the values, norms and beliefs that management preaches and practices in its ethical standards and in employee attitudes and behaviours. Johnson et al (2006) further state that culture consist of a paradigm (assumptions) which reinforces organisational culture in the form of a cultural web. Cool Ice (Pvt) Ltd. organisational culture shall be evaluated based on its values, norms, beliefs and assumptions in an attempt to show how it supports the oragnisation’s strategy. 3. Organisational values

Hodgetts and Luthans (1997) defines values as basic convictions that people have regarding what is right and wrong, good and bad important or not important. These are learned from culture and they will help to direct the person’s behaviour. Organisational values underpin the patterns for behaviour in observable cultural analysis Fitzgerald (1994). Every organization has its values. At Cool Ice we value transparency, integrity and team work. 3.1Transparency

Cool Ice value transparency in their day today activities. Both sales and production figures are recorded and displayed on the notice board for employees to see how much progress they are making towards meeting the targets. As an organisation transparency is nurtured through internal and external audits, timeous and detailed performance reports. Use of e-mails, internal memos and notice boards helps to ensure movement of information from the top to the bottom and vice...
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