Organizational Culture - Essay Example

?Organisational Culture Perspectives Organisational culture is a vital aspect in the success and development of an organisation. Most organisations have their stated organisational culture which is steadfast in their policy. Therefore, all the employees and people in the organisation have to steer the organisational culture in ensuring the organisation is making an improvement. Organisational culture states that all humans in the organisations have to focus on the culture and ensure it is followed throughout the activities of the organisation. This ensures all the humans in the organisation are well prepared to tackle all the activities of the organisation while still enhancing the organisational culture (Armstrong, 2008:23). Organisations that have well stipulated organisational culture are at the helm of making greater success through all challenges, setbacks and barriers. With all these preparations, all the employees enhance the performance of the organisation thorough corporation and team work. Organisational culture is embedded in the values, norms and systems of an organisation. Therefore, all the people in the organisation have to ensure they are focusing on their values, visions and behaviours to make a positive accrual. Similarly, the organisational culture focuses on working language, beliefs, habits and other assumptions that are considered vital. It is definite that the workers have to be observant on all these aspects in ensuring they are making a positive development in the organisation (Pixton, Nickolaisen, Little and McDonald, 2009:41). Apparently, some organisations have incentives and punishments that are guaranteed in line with the organisational culture. People that do not observe the organisational culture are at the helm of being punished, since the organisation does not want to jeopardise its performance. Many successful people state that organisational culture is set of assumptions that are shared by the employees in an organisation. Therefore, all employees have to accord respect to all these values and assumptions to ensure the organisation is making an uphill performance (Gordon, 2008:11). These assumptions are implemented in the organisation to help in interpretation and directing the organisation towards its achievement. There are various perspectives that are used in interpreting the organisational culture. Each organisation has its stated approach in interpreting organisational culture. This explains the reason why there is a discrepancy in the performance of many organisations operating in the same field. For instance, some organisations fuse organisational culture with other aspects that enhance its performance. On the other hand, some organisations solely rely on the organisational culture to enhance their performance. As it is explicitly seen, some organisations will have an upper hand as compared to other organisations (Levinson, 2010:15). The first perspective in organisational culture is the scope of maintaining the organisational culture at all times. In this perspective, an organisation sticks to its intended organisational culture at all times. Though there may be changing times, the organisation will focus on its organisational culture through all times. This is mostly done in organisations that have strong organisational cultures that were implemented by the founding fathers. Some of these organisations were formed long time ago with strong organisational cultures that were influential in the success of the organisation. To ensure the organisation keeps improving, the organisation makes the decision that it will stick to the organisational culture as initially stated. To begin with, some organisations stick to their initial organisational culture to enhance uniformity. Uniformity explains the way people in the organisation interact, work and behave. This is a continuous process that does not change through different times. For instance, some organisations have a belief that their behaviour inside and outside the organisation will have direct effects on the performance (Peeling, 2005:18). Therefore, all the people have to be well behaved through all their activities whether it is inside or outside the organisation. This goes a long way in ensuring all the workers and employees expose decently behaviour at all times. On the other hand, some organisations do not have restrictions on personal behaviour especially when they are not in the premises of the organisation. For instance, when the workers are in the organisation’s premises, they do not have to smoke or drink. However, they are allowed to do all these at their own pleasure when they are not in the premises of the organisation. However, some organisations regard this as indecent behaviour. As such, they do not allow their workers to smoke or drink. In making this a reality, some organisations conduct frequent tests in ensuring heir workers are not involved in such behaviour. Some of these organisations have not changed such restrictions since their debut entry into the business (Owen, 2006:19). This shows that some organisations are not changing their organisational culture even with changing times. Similarly, some organisations do not change the way they employ people in the organisation. For instance, some businesses have priorities in employing highly qualified people from a particular area. They have perfected this art and have due respect for such a process. Therefore they will go to greater lengths in ensuring the organisational culture is adhered to. This shows that the organisation has an unchanged perspective in terms of organisational culture. Such organisations have their reserved reasons for such an approach and are not likely to change in the near future. In addition to this, some organisations are categorical about decision making process (Lunenburg and Irby, 2005:16). Decisions in an organisation are part of the norms that are dully respected. Therefore, all the workers have to respect such an aspect and follow the laid done procedures. In many instance, the decision making procedures are mandated to make all decisions. Therefore, there is no point in time that the decision making process will change in the organisation. For instance, when the decision making is an obligation of the management, no one else is obligated to make such decisions. At some point in time, the organisation will have to wait for the decision making body to make a decision on an incumbent situation. Since the organisational culture is unchanged, the workers and the whole fraternity n the organisation will have to wait for such decisions to be made. Apparently, such organisations do not seem to be affected by such occurrences as they are prepared to tackle such challenges. A second perspective in organisational culture is the culture that changes with time and situations. Some organisations are focused on making a positive accrual depending on the time and situation. Such originations make changes to their organisational culture to make the appropriate enhancements. In many cases, they only make changes that are likely to affect the performance of the organisation in a positive manner. For instance, some organisations have made changes in the way the organisation’s decision making process. Some processes are complex and need changes with changing times. For instance, some of the vital figures of an organisation leave office and the decision making process is jeopardised. Such influential figures in an organisation make crucial decisions since they are directly concerned with the organisation’s performance (Owen, 2005:17). However, when other occupants take over the office, they are not in a position to implement such decisions. As such, they will have to change the way they make decisions to conform to the new arrangements. Such a perspective is aimed at enhancing the performance of the organisation. Though it changes the organisational culture, it is a way of improving its performance. Some organisations change their visions, depending on the new approach. For instance, some organisations change from offering services and start offering other services. Since some services are exceptional, they will have to change the vision of the organisation. This will enhance the provision of the stated services and products in the market. Though the vision of an organisation could change, this does not necessarily mean that the norms and beliefs of the organisation are likely to change. Similarly, some organisations have a different perspective when it comes to the values of the organisation. Some organisations value quality products and services (Kahane, 2008:13). As such, they will have to ensure the products and services are highly graded. However, with the increasing competition in the market, such organisations have to enhance their values. Some organisations tend to make improvements and focus on customer service. This is a slight change in the organisational culture. However, it is aimed at making a positive accrual in the business. In addition to this, technological advancement has changed the perspective of organisational culture. For instance, when there is improving technology in the world. Some organisations tend to adore technological improvements. This is aimed at Improving the way an organisation conducts its business. As such, it will record positive results with the change in the culture and the way the market is served. Success in an organisation starts with understanding of an organisation’s culture. Workers and people that understand the culture of an organisation are well prepared to make effective changes when they are needed. For instance, the organisational culture explains the acceptable behaviour as required by the organisation. As such, workers will be observant as they do not want to let down the organisation. Collective assumption of such will enhance the performance of the organisation as all the workers are in unison. Secondly, organisational culture shows enhanced communication in an organisation (Merry, 2009:16). Some organisations are categorical when it comes to communication. All workers are required to pass vital information to all the concerned parties in the organisation. As such, all the workers in the organisation will be informed about any developments and situations. As such, they will be prepared to tackle any unseen circumstances in case it arises. Thirdly, understanding organisational culture shows uniformity and organised working. The workers will be in constant communication in achieving the organisation’s goals and vision. As such they will be working in unison for the success of the organisation. Fourthly, understanding organisational culture ensures workers are focused on implementing positive attributes in the organisation. This includes success, service delivery, quality production and uplifting the name if the organisation. Lastly, Understanding organisational culture ensures there is development of people’s experience. In conclusion, organisational culture is a vital aspect that should be given utter consideration. This will be vital in making the possible developments as required. However, when the organisational culture is not observed, the organisation is not likely to make positive change. References Armstrong, M. (2008) How to manage people creating success, Kogan Page Publishers, London. Gordon, H.R. (2008) History and growth of career and technical education in America, Waveland Press, Incorporated, New York. Kahane, A. (2008) Solving tough problems: an open way of talking, listening, and creating new realities, ReadHowYouWant.com, London. Levinson, H. (2010) Harry Levinson on the psychology of leadership, Harvard Business School Pub, Michigan. Lunenburg, F. & Irby, B. (2005) The principalship: vision to action, Cengage Learning, London. Merry, P. (2009) Evolutionary leadership, Integral Publishers, London. Owen, J. (2005) How to lead: what you actually need to do to manage, lead and succeed, Pearson Prentice Hall Business, London. Owen, J. (2006) How to manage: the art of making things happen, Prentice Hall Business, London. Peeling, N. (2005) Brilliant manager: what the best managers know, do and say Books that make you better, Pearson/Prentice Hall Business, New York. Pixton, P., Nickolaisen, N., Little, T. & McDonald, K. (2009) Stand back and deliver: accelerating business transformation, Pearson Education, London. Read More