“Organisations Need Strong Culture”. Consider This Statement in Relation to How We Understand and Make Sense of Culture in the Post-Bureaucratic Era.
“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
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
References: 1) Josserand, E., Villesèche, F. & Bardon, T. 2012, 'Being an active member of a corporate alumni network: A critical appraisal ', paper presented to the British Academy of Management, Cardiff, UK. 2) Rosen, M. 1988, 'You asked for it: Christmas at the bosses ' expense ', Journal of Management Studies, vol. 25, no. 5, pp. 463‐80. 3) Bolden, R. & Gosling, J. 2006. ‘Leadership Competencies: Time to Change the Tune?’, SAGE Publications Ltd, University of Exeter, UK. 4) Kärreman, D. & Alvesson, M. 2004, 'Cages in tandem: Management control, social identity, and identification in a knowledge‐intensive firm ', Organization, vol. 11, no. 1, pp. 149-75. 5) Clegg, S. Kornberger, M. & Pitsis, T (2011), ‘Managing & Organizations: An Introduction to Theory & Practice’ (3rd Edition), p. 216, SAGE Publications Ltd, London