Managing Change and Leading People

Topics: Management, Organizational studies, Edgar Schein Pages: 15 (3239 words) Published: August 5, 2014


University of Sunderland
Faculty of Business and Law
Masters of Business Administration
Managing Change & Leading People
PGM02
"Impact of Organisational culture on role and responsibilities of the managers within the organisation" (Word count 2900 / Word limit 3000)
Haque, A. U.
139________
According to Schein (2004) the core concept of organisational culture is developing an atmosphere and the procedures are created to ensure that employees are properly managed. Glendon and Stanton elaborate the that visible expression of an organisation is considered as a climate (2000, p. 198 ). By investigating in more depth, it is evident in the past literature, "Organisational culture is an outline of collective fundamental conjectures that the individuals together collectively discover a way that is valid to overcome problems of external adaption as well internal integration, and the validity is a reason that fresh employees are being told that this is the right way to feel, think, and perceive in association to those problems" (Schein 1992, p. 12). Lundberg (1990) explains the key attributes of the organisational culture: a framework that is designed on the common and shared beliefs, interests, perceptions, and values that individuals not only embrace and governs. It is set of rules and principles that not only make the organisation unique but define the organisational behavior or a common psychology driven from the set of rules (p. 19). Therefore, it can be said that organisational culture are the set of norms, beliefs, and patterns that serves the purpose of the organisation's existence. The organisational culture is visible at all three levels of the organisation.

The above mentioned figure explains that in the first level "artefacts" there are more visible values that are easily noticeable like dress code, workplace related patterns etc. In second layer there are espoused values that explains the norms and philosophy of organisational working pattern where as the third level consist of strong beliefs that are generally accepted for granted without any objection or protest. These are underlying assumptions and workforce take it for granted.

Denison (2010) strongly emphasis that over a time period, all types of organisations forms its own culture that serves as a special and unique identity and individuality differentiating it from the other organisations. This shows the significant of the organisational culture that why it is important for the present day leaders and managers to comprehensively understand it. The better a manager understands the organisational culture, more he or she can motivate and the workforce to achieve the organisational targets and objectives because the actual vision and purpose of existence of a company is in the heart of beliefs, norms, and culture of the organisation. The leaders and managers can only make themselves and their workforce to live up to the core values or corporate values when they ensure that from inspiring workforce to walk to talk and practically implement those values.

The need to understand the organisational culture arise more for the leaders and managers to ensure the resources are allocated in effective and efficient ways. As per Schien (1985), in the manner things are being done is a significant notion that urges on the significance of understanding about the organisational culture in more depth (Deal and Kennedy, 1982, p. 04).

The Above figure 2. reveals that the essentiality of understanding the organisational culture. The model shows that organisational culture is similar to an iceberg, as it appear to be small at upper surface but deep down is much larger than it appears. If leaders or managers do not properly understand organisational culture, they will not be able to perform their respective assigned tasks nor bring out the best from their respective workforce.

Watson (2006) strongly highlights that in the present era, the shift in...


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