“Organisations need strong culture”. Consider this statement in relation to how we understand and make sense of culture in the post-bureaucratic era.
I will outline why a strong culture is required for organisations in a post-bureaucratic era. Culture “represents the totality of everyday knowledge that people use habitually to make sense of the world around them through patterns of shared meanings and understandings passed down through language, symbols, and artefacts” (Clegg 3rd Edition, 2011). It is the ‘glue’ that binds the workforce of an organisation in a post-bureaucratic organisation, which is heterarchical, meaning information flows across divisions and is more equally given to people and different managements. I will also draw upon numerous tutorial and additional readings to explore the differing opinions into the essence of culture and its importance to modern-day organisations. It is an important ingredient to success that organisations meet their objectives under a strong culture in the post-bureaucratic era, as the necessary outcomes will be achieved through a quality focused cultural organisation. Furthermore I will provide an overview of culture in the post-bureaucratic era with the assistance of Josserand (2012), and then analyse the working environment by comparing and contrasting its effectiveness with a strong culture using Rosen (1988) and Kärreman, D. & Alvesson, M (2004). Lastly I will assess an organisations working situation without culture using Bolden (2006), to ultimately show that in my opinion it is clear that “organisations need strong culture” to be successful.
Josserand (2012) analyses corporate alumni networks as a post-bureaucratic management practice that perpetuates an individuals’ subjectivation despite them no longer being a part of the organisation. Courpasson (2000, cited in Josserand 2012) states that “post-bureaucratic management practices are powerful soft-domination devices”. On the surface it appears as though there is equality among workers in the organization which helps produce obedience, however it’s actually a pervasive system of controls which subtly reinforces the hierarchical structure (Josserand, 2012). It’s been debated that an enterprising culture is promoted by post-bureaucratic practices. DuGay (2000, cited in Josserand 2012) further points out that it “carries humanistic values of autonomy, responsibility, flexibility, confidence, and trust, that encourages people to be empowered and to take on responsibilities”. Culture gives organisations unique identities but most importantly, I believe a positive culture benefits both employees and employers, as it creates a productive working environment and thus leads to more efficient and effective work practices. It increases the successfulness of the organisation if implemented successfully. Employing a strong culture in an organisation can be a tedious, time consuming and a difficult task, however it is a long term project to increase the organisations profitability by increasing the enjoyment and satisfaction of its’ workers. In addition workers will flourish according to Salaman & Storey (2008, cited in Josserand 2012) “by constantly achieving harder, better and faster”, which is beneficial for the employers and employers as better results are achieved. It also engrains the concept that they are “players on the same team” (Hardy, 1998, cited in Josserand 2012). The ultimate outcome is for the workers to believe they are “members of the big corporate family who they can trust as their relatives” (Casey 1999, cited in Josserand 2012). From this, they all enjoy the success of achieving the ‘family’s’ key objectives. Negative culture lacks the engagement and empowerment aspects needed by a successful organisation and achieving the key objectives in a weaker or negative cultured organisation become much more difficult and stresses the bureaucratic processes.
Rosen’s (1988) article utilises...
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