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ASSIGNMENT CODE:9566

DATE OF COMPLETION:27JULY 2012

WORDS:2572

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Contents

Managing Organizational Culture................................................................................................... 11. Impact of Organizational culture on its behavior .............................................................. 1

1.1 Concept of culture to organization................................................................................... 11.2 Comparing the treats of different cultures ....................................................................... 11.3 Influence of internal and external factors on organizational culture including national

culture ......................................................................................................................................... 22. Understanding the relationship between organisational culture, strategy andperformance................................................................................................................................... 3

2.1 Values and cultures that encourage behaviours consistent with organisational strategy .... 32.2 Personal managerial behaviours that reinforce organisational values and cultures ........... 42.3 Organisational values to the organisation that motivate the organisation to apply these

values .......................................................................................................................................... 43. Understanding the skills of cultural development .............................................................. 5

3.1 Tools available to an organisation to identify and develop its culture ................................. 53.2 Methods of dealing with messages and behaviours which are in conflict with

organisational values .................................................................................................................. 63.3 Strategies and tactics to influence people in support of organisational values.................... 73.4 National differences and cultures can impact on transferability of organisational

structures, systems and processes ............................................................................................... 8References ...................................................................................................................................... 9

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Managing Organizational Culture

1.Impact of Organizational culture on its behavior1.1Concept of culture to organization

Culture reflects the personality of an organization. It includes values, assumptions, norms

as well as tangible objects of companys members and their behaviors. Every member of the

organization has to follow its particular culture. Each business has its own culture, for example,

culture of profit corporations is different from hospitals, which is also quite different form

university.

Culture of the business is a proper system. Its inputs include response from professionals,

laws, society along with values on services and competition. The process is supported by norms

as well as values for money, facilities, time and people. In addition to this, effects or outputs of

companys culture are technologies, strategies, services, products, appearance, organizational

behavior etc.

The concept of culture is much important at the time of organizational change. Change

not only includes modifications in structure or process, but it also alters the corporate culture as a

whole (McNamara, n.d).

1.2Comparing the treats of different culturesOver time every company develop its expected behavior, which can be called as norms.

These norms are the part of business culture. There are several types of organizational culture:

1. Power culture It is based on dominance of few people within a company. Theseindividuals make every decision of the business. This type of culture exists in small

enterprises or also part of the big companies.

2. Role culture This type of culture can be seen in an organizations, which have largehierarchy. In this every member of the company has clear roles or job to do and are

clearly specified to them. Through this individuals make focus on working with their

specific job, by following rules rather than operating in a creative way.

3. Task cultureIn this type, company forms team to perform particular tasks. Through thisdistinct team cultures develops within the organization. Further, these teams have power

to make decisions so; culture of task can be more creative.

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4. Person culture This culture exists in the business, when management allows everyindividuals to express their views as well as to make own decisions. Person culture

generally presents in the loose form of businesses, for example, sales person of an

overseas can make decisions itself, if working on their own for the organization

(Corporate and organizational culture, 1995).

1.3 Influence of internal and external factors on organizational culture including

national culture

The common external factors that have influence on organization are:

1. Customers End users of companys product are the customers. Their preferences havegreat impact on business culture. In addition to this, there are some demographic changes,

such as age, education, economic condition, etc; these can also heavily influence the

corporate culture.

2. Resources The Companys operations and productivity depends on its externalresources i.e. raw materials, workers as well as finance. Changes in the process of inputs,

transformation of investment patterns of various investors and high demand of skilled

worker influences the organizational culture.

3. Technology Innovations in various methods and techniques of production alters thecompanys activities.

4. Competition Changes made in the strategies by related business competitors alsomodifies the organization standard culture.

5. Laws and regulations As every business is abide by government rules so, it have tomake alterations on various amendments madeby countrys administration (Mohr, n.d).

Internal factors that can influence organizational culture include:

1. Corporate values Behavior or values followed by the company can have an impact onits culture. These values can be in context of introducing the concept of green and

producing eco friendly products.

2. Leadership styles As employees imitate their managers so, changes in the leadershipstyles have influence in the overall work culture of the business.

3. Change Both evolutionary and revolutionary changes at the workplace bringsmodifications in the corporate culture (Determinants of Organizational Culture - 2, 2008).

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These above factors have little or more impact on the national culture also. In addition to

this, there are several other dynamics, which can directly influence the prevailing culture of

society. These aspects are ethnicity of local people, language, rituals and customs, tradition as

well as religious beliefs of the countrys people.

2.Understanding the relationship between organisational culture,strategy and performance

2.1 Values and cultures that encourage behaviours consistent with

organisational strategyTop managers of the company should form such strategies or methods, which can help in

achieving organizational goal. Leaders have talent to manage or influence culture of the business.

If it is done successfully then all staff members would express values positively through theirbehaviors. Managers should try to display honesty and justice, while interacting with their

employees. This type of transparency builds commitment level of the workers and also increases

their confidence within the company.

Another quality, which should be pursued by leaders, is the participative culture within

the organization. This could be attaining by building team work, in which managers and

employees collaborate to accomplish the specific task. By doing so, leaders can attract

employees to make extra efforts in the work.

One more important feature of right managers is proper understanding of their

employees. They should try to find out what is the best motivational factor of particular entity.

Employees have different types of expectations and motivated by numbers of factors, such as

money, challenging jobs and satisfaction of their clients, etc. By identifying individuals

motivational factor, managers can successfully build employees behavior consistent for

organizational strategy.

Thus, employees behavior is the essential part in making strategies or changes. Managers

by utilizing above values in the organization can change employees behavior for accepting

particular strategy (Organizational Culture And Employee Behavior, 2010).

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2.2 Personal managerial behaviours that reinforce organisational values and

cultures

Managers behaviour has an effective role in shaping values and cultures for the

organization. Generally employees follow behaviour of their leaders. They always look out foruniformity between adopted values and performed behaviour. Organizational members

understand their beliefs, values as well as priorities by observing on what things leader pays

more attention and spend much time. At the time of crisis, organization shows their actual culture

and employees pays close attention on the leaders during these situations. In addition to this,

employers must give rewards on the basis of promoted values to increase the acceptance of

organizational culture among all members. Leaders regularly strengthen a preferred culture by

appointing new employees, whose values are parallel to the companys value structure.

Managers activities related to hire and fire of employees, conveys its prevailing culture. Hence,

leaders should behave in such a manner, which reflect their right attitude. Overall culture and

values of the company are supported by managerial personal behaviors. Further, employees will

accept values only if it is being practiced by their superiors (Madu, n.d).

Leaders can optimize the culture by providing continuous learning to their staff members.

Employees will accept the new challenges more easily, if they regularly learn about innovations

in the market and business activities. Moreover, managers should emphasize proposed behaviors

at workplace. This is because; it they will not responsive to the changes, their employees will

also do the same. For making workers to be more engaged in activities, superiors have to show

collaborative attitude. Employees will work for regular growth only, if their managers take

interest in frequent improvements within the organization. Thus, it is true that a healthy

management team is the driver of healthy or wealthy culture and values at the workplace

(Haneberg, 2009).

2.3 Organisational values to the organisation that motivate the organisation to

apply these values

Values are the foundation of everything within the organization. Employees values at

workplace, their experiences, backgrounds, etc bond together to form the corporate culture of

any business. Individuals core value shapes the culture of company.

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Values play a major role in motivation. A firm that has examined and identified the values

with which, their workforce wants to live, is the place of work with motivation prospective. The

most powerful motivators are integration of empowerment, integrity, equality, perseverance,

accountability and discipline in culture of the company (Vision and values: organizational culture

and values as a source of competitive advantage, n.d).

These above factors are the scope of the business, which it uses in selection of

employees, providing rewards, recognizing their performance as well as guiding interaction

among all staff members. If an organization has empowerment values in it, then employees can

take risks and make decisions on their own. This value brings motivation in them and also makes

them feel comfortable at workplace. With the help of right values, productive work can be

generated within the business.

For increasing motivation among workers, managers should behave in ways, which

reflects proposed value. Managers if not follow desires values, and then employees will not trust

on their words. In creating motivating environment at the place of work, leaders should not

underestimate the power of values (How to Motivate Employees to Support Things That Matter,

n.d).

3.Understanding the skills of cultural development3.1 Tools available to an organisation to identify and develop its culture

The company can apply both qualitative and quantitative techniques for identifying its

culture. Some valuable approaches for assessing corporate culture are:

1. Organizational cultural inventory It is based on Maslows need hierarchy, whichmeasures twelve types of cultural styles. This method assesses the culture at individual

level and that can be combined to the organizational or group level. There are two

dimensions for Organizational cultural inventory, such as security/satisfaction and

task/people. This tool finds out the fit between individual and organization.

2. Kilmann-Saxton Culture-Gap Survey The survey pays attention on actual happeningsas well as expectations of others in the business. It analyzes ideal or operating norms

together with two elements of time and technical/human in the short and long term both.

Results obtained by this survey at individual point can be totaled to the group stage. This

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tool helps in locating gaps in cultural change, which can affect the job satisfaction level,

morale as well as performance of the staff members.

3. TriangulationThese are the multiple methods through which an organizational culturecan be measured. It includes three techniques to reflect most inclusive view of the

company. Three methods used in this process are:

a. Self administered questionnaires.b. Obtrusive observations.c. Personal interviews.This approach is the best way to identify corporate culture than any other, as it reveals

actual outcomes and tells about definite situation prevailing at the workplace.

The process to develop culture within the organization takes more time. Many employees

also can behave negatively to the particular culture followed by the company. This is the duty or

responsibility of the top managers to make employee accept the prevailing culture. It can be done

through regular learning and effective training programs by the companys professionals. While

implementing values as well as changes in the culture, leaders should involve their employees in

decision making and planning for adopting it. This could help in easy acceptance of culture by all

staff members. One main aspect in developing culture properly at the workplace is reflection of

desired culture and values through managers personal behaviors (Developing a True

Organizational Learning Culture, n.d).

3.2 Methods of dealing with messages and behaviours which are in conflict with

organisational values

Conflicts arise at the workplace because of differences in values, needs and motivations.

Sometimes people complement each other through these differences, but sometimes it can take

the shape of conflict. Resolution of conflict is very essential for any company, as it consumes lots

of energy and reduces the working capacity of employee. This ultimately results in less and poor

output (Conflict Resolution Network, n.d).

There are several ways to deal with conflicts, such as:

1. FightThis is not a positive and healthy approach, so it should be avoided if possible. Itis not a gratifying or beneficial method to deal with conflict, as it includes strategies,

defensive and offensive positions, exposure of weak points etc. conflict management

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through fighting is useful in the court only, because their losing and wining are the

results of judicial proceedings.

2. Problem solving It is the method of defining main causes of conflicts and thenremoving them. In this approach managers tries to find out reason behind the occurrence

of conflict. After identification, they try to minimize that condition for again developing

normal situations.

3. Negotiation In this process compromise is done with the third party, who is playing amajor role in particular conflict (Conflict Management, n.d).

4. DesigningThis technique exercises conflicts as a condition, rather than problem and tryto solve it by way of creativity. In this approach third party designs several ways trough

which conflict can be resolve.

5. Avoidance Sometimes conflict can be minimized easily if one of the parties startsavoiding it.

6. Collaborating Through building the nature of team work, conflicts can be reduced tosome extent, as in these projects all have same goal and objectives to achieve

(McNamara, n.d).

3.3 Strategies and tactics to influence people in support of organisational values

The managers can use several strategies or tactics for making employees adopt

organizational culture. There are some legal factors, which can be implemented at the workplacefor increasing employees satisfaction and interest in the company. Leaders can make provision

for health and safety measures to provide protection to the workers. There should be a strategy of

equal pay for equal work followed by the HR department of the organization. Gender

discrimination should be eliminated from the business environment, in order to bring morale

among the employees.

In addition to above there are some motivational factors, which can be adopted by

managers, for the reason to change the behaviour of employees to adopt business culture.

Employees could be rewarded by increasing in salaries, promotion, bonuses, merit pays, etc

(Behavioral issues in strategy implementation, n.d).

One more effective way to influence people is support of companys value is by

involving them in decision making process. By concerning suggestions of employees in several

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matters, leaders can build interest of the workers for company. This can also realize their

importance and enable them to adopt culture of the business.

Managers should also convey the vision and mission of the organization in clear terms to

all staff members. This is because if people know purpose of their projects, they can work well in

the way to achieve such objectives. Superiors have to behave in directions, which can reflect the

organizational culture. By doing so, they can enforce their employees to adopt the same.

Thus, all above policies help managers or leaders in influencing behavior of employees

for adopting or accepting companys culture.

3.4 National differences and cultures can impact on transferability of

organisational structures, systems and processes

Culture of the particular nation affects the organization system, process and structures.

This is because; it influences beliefs, values as well as perceptions of people working within the

company. Individuals carry their values or beliefs at the workplace, which have been created by

their countrys culture. Thus, organizational culture is heavily affected by culture followed in

particular nation. If a company differentiates in nations on the basis of their business cultures, it

can be expect that the organization is discriminating from each other based on their countrys

traditions in global business. Hence, it can be said that a British organization is dissimilar from a

Chinese company (Yokozawa, Steenhuis and Bruijn, n.d).

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