An organizational culture is established by corporate firm to comprehend with the nature of the workplace. Organizational culture does not have an explicit definition although there have been academic researchers attempting to develop a deep understanding of the literature of managing culture. Organizational culture can be evolved from set of rules laid down from the founder of the organization and further developed to match the changes which are generated from the passage of time. Nonetheless, there are also a few numbers of organizations which keep their old regulations as a belief of their cultural persistency. Organizational culture, therefore, can be seen as the shared values, norms, belief and assumptions that an individual hold in common with members within a corporate firm or social group (Ogbonna, 1992).
This essay is aimed to establish that organizational culture is manageable. By taking one of Linda Smircich’s approaches (1983), culture is seen as a dependent variable that an organization has. It is possible to argue that culture can be modified and changed as long as there is a thorough understanding of how and why it is evolved and developed. People from the workforce may rely on a manner which is shaped from the shared experiences from their seniors or even the founders of the organizations. As the time passes on, this manner has essentially formed a common belief of the organization in order to achieve its ultimate goal. Culture may then develop into a persistency of the organization, but it is still possible to be managed. Communication between the managers and employees takes an important role in this respect. In order to modify a well-based organizational culture, the workforce needs to have a deep understanding of their given task, roles and the meanings. Evidence on this matter will be perceived from a list of referenced texts as referred to below.
Another position to be demonstrated in this essay is that organizational culture is critical to the success of any organization. As organizational culture is established and developed to a large extend for the betterment of workflow and ultimately achieving the corporate goals, it is therefore critical to the success of an organization. The way to achieve a corporate goal is first of all to obtain a thorough understanding of the organization culture and how it affects the workflow. According to Peters and Waterman’s statement in 1982, the strengthening of corporate culture enhances organizational performance by securing greater commitment and flexibility from employees. E.Ogbonna (1985) illustrated that when organizational culture is taken as something that organization has, it becomes a powerful organizational tool. It shapes a sense of belonging to the members, controls the workflow behavior, establishes rules and directs decision makers. It, therefore, can be argued that organization culture is a definite factor to the success of an organization.
To Manage Organizational Culture
Corporate Culture has become a main theme in organization studies since the 1980’s. Researchers and practitioners often argue that whether the culture can be managed while they attempt to redefine and examine the literature on managing culture. A well-known definition was made by Edgar Schein in his model of organization culture. In 1985, he identified three distinct levels in organization culture:
1. Artifacts and behavior – physical manifestations
2. Espoused values – shared believes, rules of behavior, professionalism 3. Assumptions – taken-for-granted, deeply embedded behavior
It is common to believe that the first two levels in an organization culture can be modified feasibly. However, the third level describes a basic conception that leads to the employees’ consciousness in terms of their work ethics and the prospect of responsibilities. Some debate that it is a phenomenon which constructs the root of an organization. A root can be...
References: Ackroyd, S and Crowdy, P (1990) ‘Can culture be managed? Working with “raw” material: The case of the English slaughtermen’ Personnel Review 19 (5): 3-13
Barney, J (1986) ‘Organizational Culture: Can it be a source of sustained competitive advantage?’ Academy of Management Review 11 (3): 656-665
Meek, V (1988) ‘Organizational Culture: Origins and Weaknesses’ Organization Studies 9 (4): 453-473
Ogbonna, E (1992) ‘Managing Organizational Culture: Fantasy or Reality?’ Human Resource Management Journal 3 (2): 42-54
Ogbonna, E and Harris, L (1998) ‘Managing Organizational Culture: Compliance or Genuine Change?’ British Journal of Management 9 (4):273-288
Smircich, L (1983) ‘Concepts of Culture and Organizational Analysis’ Administrative Science Quarterly, 28 (3): 339-358
Willmott, H (1993) ‘Strength is ignorance; Slavery is freedom: Managing culture in modern organizations Journal of Management Studies 30 (4): 515-552
Adel Ismail Al-Alawi, Nayla Yousif Al-Marzooqi and Yasmeen Fraidoon Mohammed (2007) ‘Organizational culture and knowledge sharing: critical success factors’ Journal of Knowledge Management (2): 22-42
Kathryn A Baker (2002) ‘Chapter 11 Organizational Culture’: 1-13
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