The Major Concern of Corporate Culture - Literature review Example

Corporate Culture Corporate culture is defined as the values, beliefs, attitudes and behaviours of employees in a business. Each organization usually has unique standards, and policies that define it and that distinguish it from other organizations. The norms that define the way an organization runs its operations are also defined as corporate culture. Corporate culture also assesses on how to study the employee relations within the organization. This involves studying their attitudes, their interpersonal relationships, job satisfaction, and their overall commitment (Anthony, 1994, 23). Therefore, corporate culture mainly asserts the behaviour of employees and their commitment to the success of the organization. According to Willmott, the major concern of corporate culture should be winning the hearts and minds of the employees. This involves defining what they feel, what they think and how they end up acting in the organization. Willmott also asserts that the management should not only concentrate on the behaviour of the employees. Instead, it should also focus on changing their thoughts and feelings towards the organization (Willmott, 1993, 517). This can be argued form the point of view that; people are able to fake their behaviour, but they cannot fake their thoughts or their feelings. An organization should be concerned about the feelings of the employees because; employees are a major valuable asset to the organization. It is the employees who define the direction of the employees and thus, their actions are extremely crucial to the organization as a whole. Changing the thinking of the employees implies that they will have the organization at the back of their minds whenever they do anything. On the other hand, conforming of employees’ feelings implies that; the employees will always have the organization at their best interests (Clegg, Kornberger, Pitsis, 2008, 13). This is a case whereby; the employees cannot do or behave in a way that can cause harm to the organization. This also involves protecting the image of the organization as if it were their own. This implies that; once the organization has changed the minds and hearts of the employees, the employees will have all their eyes and ears open on behalf of the whole organization. Therefore, at no one point will the employees act without having positive interests on the organization. However, the management is advised to implement change in the minds and hearts of the employees in such a way that the employees will also benefit from the change (Keller, 2008, 1). Willmott asserts that corporate culture requires employees to devote themselves to the organization and to its values and beliefs. Therefore, by encouraging employees to be devoted to the organization, the employees are consequently required to recognize and be concerned about the security of their employment in relation to their contribution to the organization. Corporate culture seeks to immerse the employees to the organization and thus, requires their full commitment to the operation of the organization (Willmott, 1993, 522). Willmott also provides that organizations will benefit more when they focus on changing the minds and the hearts of their employees. This implies that the management should focus on influencing the way employees think and feel about the organization. Different organizations apply different strategies of changing the thoughts and acts of the employees. However, still they all manage to achieve the goal of changing the minds and hearts of their employees. One key strategy that can help the management of an organization to change the thinking of employees is setting of the right example (Aiken, Galper, Keller, 2011, 51). This is usually the first step of achieving a different behaviour with employees. This is because; the employees will not change unless they first observe it from the leaders themselves. Therefore, the management should first lead by example. This way, it will be able to encourage employees to change too. For instance, the management cannot be encouraging employees to have a positive attitude towards the organization’s duties when it has a negative attitude. Therefore, all the change that is to be implemented on the employees should start from the leaders moving downwards. Leaders are advised to assess their feelings carefully before trying to change those of the employees (Aiken, Galper, Keller, 2011, 52). Educating the employees on the importance of change in the organization is also a key strategy that will help employees to change their hearts and minds. This is also defined as engagement of the leadership (Pedersen, 2012, 1). This strategy argues that if the leadership of an organization is not keenly involved in encouraging employees to change, then it is unlikely that the employees will know that they are supposed to change. Therefore, the leaders should know how to encourage the employees without forcing them to change. Employees should be made to realize that the organization not only cares about their contribution to the organization, but also about their welfare and their thinking. This way, the employees are able to feel that they are of importance to the organization. Therefore, it is the duty of the leaders to direct the employees on the way of change, and have ways and strategies of dealing with challenges that might be faced in the course of change. If the employees are to have a close attachment to the organization, they first need to be shown that they are treasured and valued by the organization (Pedersen, 2012, 2). Encouragement of employees to change also involves showing them that indeed the change is crucial to both the organization and employees. This will help the employees to see that their change is not in vain. Otherwise, some employees might resist the change when they feel that the change will only benefit the organization, but they will not benefit. This argument calls for the management to run the organization in such a way that the interests of the employees are well regulated. In addition, the management should also ensure that; there are benefits for employees who are fully dedicated to the organization. This should involve such activities such as performance appraisal or awarding of the employees. Communication is also extremely crucial in ensuring that the organization succeeds in changing the minds and the hearts of the employees. Communication is particularly critical in integrating activities among the employees (Smircich, 1983, 23). Therefore, the management should communicate freely with the employees and ensure that all ideas concerning change among the employees are well communicated. Employees should not be caught off guard by any activities occurring within the organization. This is because; if such instances occur in the organization, some of the employees will become frustrated while others will start acting out of self-interest. In addition, the employees will lose their faith and trust in the management (Liff, 2011, 1). They will not be free to share their ideas with the management and hence, a boundary might be created between the management and employees. The result of this is that the organization will lose in terms innovativeness and creativity. It will not benefit from the innovative ideas of the employees. Other employees will even go to the extent of selling their ideas to competitors of the organization, thus making the organization lose more. The employees will also lose in terms of lack of expansion of their ideas. This means they will stagnate since; they cannot put their ideas and skills into practice (Champoux, 2011, 43). Therefore, communication is an exceptionally crucial asset to the performance of the organization. The management should also communicate to the employees on how it expects them to change for the sake of the organization. Communication also makes it easier for the organization to know the challenges that the employees might be facing in the course of work. Communication is also immensely beneficial in ensuring change of the minds and hearts of the employees since; the management can ensure positive feedback from the employees (Peters & Waterman, 1982, 13). The management can organize with the employees and discuss on the ways that they can use to protect the organization and ensure full dedication to its success and prosperity. This way, the management will at least expect positive feedback from the change. The organization should also have a strategic vision if it intends to change the minds and hearts of the employees. This is because; employees expect a promising business life if they are to be fully engaged to the organization. Employees would not want to be fully dedicated to an organization which might be dissolved in the near future. They need to be assured of long-term benefits from the organization (Pedersen, 2012, 3). A vision in the organization also creates a demand and need for employees to be involved in the development and growth of the vision. In addition, employees usually feel defined by the vision of the organization. This is whereby; they can define their worth, and their usefulness in the organization. Visions also motivate employees to be dedicated to the organization since; they show the employees the fruits of their benefits. Autonomy and availability of resources are also exceedingly vital to the extent with which the organization changes the minds and hearts of the organization (Clegg, Kornberger & Pitsis, 2010, 49). Autonomy refers to the extent to which the organization is dependent on its employees. Employees need to feel needed and required by the organization in order for the employees to change their thinking and feeling. When employees feel that they are exceedingly crucial to the organization, they will be ready to sacrifice anything for the success of the organization. Availability of resources is also a factor that determines employees’ dedication to the organization. The management has to avail the necessary resources to employees for their work. This is because; even if the employees were willing to be dedicated to the organization but resources were not available, it would not manage. This is because; employees would be frustrated, fatigued and bored due to struggling without the necessary resources (Frost et al, 1985, 17). Therefore, an organization is unlikely to change the minds and hearts of its employees when it has limited resources. The management of an organization can also succeed in changing the minds of its employees by creating quality and long-term relationships. The management should establish long-term relationships with the employees to ensure that there is free flow of ideas and opinions (Ross, 2010, 3). This is mainly through ensuring that the management knows all the employees, their struggles and their foremost points of need. This helps the management to be well aware of the needs and wants of the organization too. The minds and hearts of the employees can also be changed by involving them in the business. This is whereby; the employees will be involved in making the critical decisions of the business. It also includes informing the employees on all the ongoing projects of the organization. This way, employees will automatically get attached and dedicated to the organization since; they will have a lot of issues involving them in the business. The management is also advised to ensure that it increases the salary of the employees as it increases their involvement in the organization (Ross, 2010, 4). In conclusion, changing the minds and hearts of businesses is indeed indispensable for the success of as business. This is because; an organization requires employees who do not have self interest in their actions with the organization. In addition, changing the thinking and the feeling of the employees is also beneficial to them since; it ensures that they perform well and that they fulfil their personal goals in the organization. Therefore, organizations should aim at having fully committed employees through having quality communication, and having the necessary resources. The organization can also hold conferences of training employees on the importance of being fully committed to the organization. The management should also focus on ensuring healthy relations among the employees and also between employers and outsiders. References Aiken, C., Keller, S. & Galper, D. 2011, Winning Hearts and Minds: The Secrets of Sustaining change, Mckinsey.com, Retrieved January 5, 2013, from http://www.mckinsey.com/App_Media/Reports/Financial_Services/McKLean_Winning.pdf Anthony, P.D. 1994, Managing culture. Buckingham, Open University Press Champoux, J. E. 2011, Organizational behavior: integrating individuals, groups, and organizations, New York, Routledge (4th edition) Chapter 4 Clegg S., Kornberger M. & Pitsis T. 2008, Managing and Organizations, London, Sage. 2nd edition Frost, P. et al (eds.) 1985, Organizational culture, Beverley Hills, CA, Sage Keller, R. 2008, Continuous Improvement -- Engaging the Hearts and Minds of Your Employees, Industry Week, Retrieved January 5, 2013, from http://www.industryweek.com/companies-amp-executives/continuous-improvement-engaging-hearts-and-minds-your-employees Liff, S. 2011, How to Win the Hearts and Minds of Your Employees (Part 1), OhMyGov: Media Intelligence for government, Retrieved January 6, 2013, from http://blog.ohmygov.com/blogs/general_news/archive/2011/03/18/how-to-win-the-hearts-and-minds-of-your-employees-part-1.aspx Pedersen, N. 2012, Winning the minds, hearts and hands of employees – the role of leaders in creating a culture of engagement, Management Innovation eXchange, Retrieved January 5, 2013, from http://www.managementexchange.com/hack/winning-minds-hearts-and-hands-employees-%E2%80%93-role-leaders-creating-culture-engagement Peters T. & Waterman R. 1982, In Search of Excellence, New York, Harper & Row, Basic Ross, D. 2010, The Key to Winning the Hearts and Minds of Our Employees, Principle Dynamics, Retrieved January 5, 2013, from http://www.principledynamics.com/documents/PDCI_article1.pdf Smircich L., 1993, ‘Concepts of Culture and Organizational Analysis’, Administrative Science Quarterly 28, 339-358 Willmott, H. 1993, Strength is Ignorance; Slavery is Freedom: Managing Culture in Modern Organizations, Journal of Management Studies, 30(4), 1993, 516-552) Read More