The main objective organisation - Essay Example

The main objective of an organization The growth of organizations is influenced by the development of proper behaviors,cultures and ethical values that act as the guiding principles to the employees and the management alike. All organizations must have a common behavior and response mechanism to different aspects and problems facing the organization at any given time. The development of a functional organizational culture has remained one of the key objectives of different organizations across the globe due the impacts the culture has on the employees, the stakeholders and the customers (Willcoxson & Millett, 92).

Organizational culture is defined as the development of a set of shared ideologies, principles and beliefs that guide inform and unify the employees in an organization. In the process of handling any situation within the organization, reference is made to the existing code of behaviors and principles that are familiar to every employee in the organization. New employees to the organization are oriented on the current culture and these acts as the reference point whenever the organization plans to introduce change to the organization.

Erickson is a leading electronic manufacturer based in Stockholm in Sweden with over a decade of operation and massive global influence. The company has grown into a major competitor covering the global market and with operation subsidiaries across the world. The success at Erickson has been attributed to the organization’s culture that allows for innovation, development of new ideas, working as a team and the spirit of togetherness (Ahmed & Pang 21). The organizational culture at Ericsson is such that it promotes diversity in its human resources in order to promote innovation and have a competitive advantage.

Through this structure and culture of the company, it seeks to achieve competitive advantage through diversity of its human resource by constantly creating a work place that thrives on respect and values for individual differences in achieving innovation. The diversity ensures that there is professionalism, respect and perseverance, which enables an environment where people can share ideas and ensure that they are implemented to achieve the overall goals of the company (Willcoxson & Millett, 92).

At Ericsson, the company strives to have a complex but highly dynamic market environment that will enable it meet its innovation needs and growth targets that is achieved through on-going change processes that retains and develops a competitive advantage over its rivals. It improves its ability to respond to the changing business environments that makes it better comprehend the needs of the customer and respond to their needs through creativity and innovation (Ahmed & Pang 21). It therefore ensures that it understands and predicts their need for innovation through the attracting and retaining of the best human resource that impact positively on the business.

It also strives to give its stakeholders and collaborators fair value for their cooperation as well as identifying and seizing opportunities for innovation on their behalf. To motivate their staff, Ericsson has got a strong commitment to ensure that it offers its staff equal opportunity for employment, development and compensation for their efforts that ensures continuous innovation of the business by the company (Willcoxson & Millett, 92). Organization culture determines how different employees within the organization relate with each other and with the stakeholders to the organization.

According to George and Jones (502), organizational culture are a set of values, beliefs and behaviours shared by the organization that have significant influences on the employees thinking, felling and acting towards each other and towards other stakeholders in the organization. Organization culture results into the creation of an identity that is bestowed upon all the employees of the organization. Each employee in the organization thus relates with this identity and work towards strengthening its impacts on performance (Stoyko, 7).

In an organization that breeds the culture of responsibility to the environment and adopting measures that conserve the environment, every employee works towards ensuring that their actions tally with this desire. It thus becomes easier for the organization to implement and achieve its desires, as it is not just a mere policy, but also an identity of the business. Developing products that are clean and have less impact on the environment thus becomes the dream of every employee at all times (Alvesson & Sveningsson 57).

An organization’s culture also enables its employees to understand and relate to the organizations behaviour towards different situations that affects it performance. These include the way the organization interacts with employees, the customers and even the responsibility of the organization to the society. Business results and performance within an organization is influenced by the culture of positivity within the organization. Such a culture provides room for all the members of the organization to understand the needs for proper behaviour and hard work (George and Jones, 523).

Establishing a set of behaviours for employees alone is not enough to create significant impact on their productivity. An organization must seek to establish codes and standards of behaviour that is accepted and revered by all the employees irrespective of their administrative ranks. Understanding and relating with the culture established by the organization enhances employee motivation thus increasing efficiency, productivity and effectiveness of the culture. For example, an organization that breeds a culture of innovativeness like Samsung and Apple must make all the employees to understand the rationale for such a culture and train all the employees on the innovation skills that improve their productivity.

This allows every employee to think along the innovation line and work towards developing new ideas that benefits the organization (George & Jones, 530). However, there exists conditional scenario when an organizations culture has a negative impact in employee productivity and efficiency. This results into decreased employee performance, participation and motivation, thus making the culture ineffective. Participation and involvement of all employees in needed whenever an organization seeks to establish new behaviour codes that define their cultures.

Lack of this crucial step results to situations where not all employees in the organization accept the culture. Such a situation may decrease the efficiency and productivity of the culture and the impacts it has on the organization and its employees (George & Jones, 521). As indicated in other sections of the paper, some organizations may develop teamwork and collaboration as their culture and this defines their success ratio. This culture can however become highly unpopular if the majority of the employees favour an individualistic approach as practiced in other organizations.

Organizations must therefore encourage the participation of other employees in developing the cultures by factoring in their needs and desires. Despite the benefits of organizational cultures as seen by various case studies, the success of the culture depends on its flexibility and understanding of the different situations (George & Jones, 526). A culture that is so stringent and strict even when situations demand a change may lead to ineffectiveness and high levels of failure. Any approach adopted in implementing the organizational structure must thus access the situation and environment before being fully implemented.

Every employee must also be made to understand the dynamics of the culture before it can be successfully enforced (Alvesson & Sveningsson 57). Works cited Ahmed, Arslan & Pang , Zhaohua. Corporate culture in an international venture: A case study of Sony Erickson. 2009. Print. < http://mdh.diva-portal.org/smash/get/diva2:224194/FULLTEXT01.pdf> Alvesson, mats & Sveningsson, Stefan. Changing organisational culture: cultural change work in progress. London: Routledge, 2008. Print. George, Jennifer and Jones, Gareth.

Understanding and managing organizational behaviour. New Jersey: Pearson Education Inc., 2012. Print. Willcoxson, Lesley & Millett, Bruce. The management of organisational change. Australian journal of management and organisational change, 3(2), 91-99 Stoyko, Peter. Organisational culture and the management of organisational memory. IGI Global distributors, 2009. Print. < http://www.fugitiveknowledge.com/PDF/Chapter.pdf>