People management - Assignment Example

67) insists that the common denominator in modern managerial thinking is that the conception of corporate culture is inclined towards encouraging managers to foster the development of strong organizational cultures. On the other hand, Schein (2004) emphasizes that corporate culture and the leadership of an organization is theoretically intertwined. This line of thought is supported by the ideas of Block and Laurinkari (2012, pp. 502) who discussed that corporate culture and the leadership of an organization are closely related.

The conclusions of the discussion included that the codes of conduct, the statement of values as well as the principles defining service management are merely rhetorically set on the rules and the regulations of the organization. In short, the conclusions were that these statements are merely aspiration-based, therefore, without the leadership of an organization – they remain rhetoric (Block and Laurinkari, 2012, pp. 505). The conclusions demonstrate that it is the work of the managers, administrators and the leaders of the organization to make these statements, which are part of the corporate culture, a reality (Block and Laurinkari, 2012, pp. 507). The evidence from different studies, including Block and Laurinkari (2012) demonstrates that corporate culture forms an integral part of the focal areas that the managers of organizations should channel their attention to.

The most important rationale, which justifies the significance of managing the corporate cultures of organizations – among leaders and the managers – include that it can affect the performance of organizations positively or negatively. Block and Laurinkari (2012, pp. 508) has also concluded that it is important for the leaders and managers of organizations to manage the corporate culture closely, particularly when planning or reacting in response to major changes within the organization. Corporate culture becomes a major driving force, during the times when an