Organizational Culture at Shoenman and Associates - Case Study Example

Shoenman and associates has developed a culture of giving back to its employees through a number of ways, including the much-cherished Christmas party. The company has developed a tradition of holding a party for all employees every last Friday before Christmas. During this session, employees get together; share their challenges, light moments and bond with each other. Though the company has other numerous occasions when employees come together and enjoy the company of each other, this one is unique in a number of ways. Organizations have developed various forms and facets of bureaucratic and cultural hegemony and this is seen during events such as the end of year parties (Rosen, 1988). Shoenman and associates has provided an opportunity for its employees to have fun and enjoy the end of the year. However, fun in the context of this company has been institutionalized through the development of second order relationships among the top executives and other employees. By placing the part over Christmas, a time when people have fun and relax, the company has developed a strong culture of enhancing the social being of the employees. Furthermore, Friday is a weekend synonymous with fun, partying and get together in different institutions. However, shoenman and associates Christmas party makes it a form of appreciating the roles of every employee at such a point in time. Of unique significance in this party, is the fact that the employees are expected to attend alone, without tagging their partners along? This highlights the role of this session in not only having fun within the company, but also discussing business related issues only. The culture developed by Shoenman and associate creates a room for the interaction of employees, irrespective of qualification and position in the company (Rosen, 1988). This is a community kind of relationship where an interpersonal relationship is developed in which freedom is provided to each employee. Employees enjoy each other spontaneously and in a free environment without the intimidator work environment, which is common in various organizations. The practices at Shoenman and associate have significant cultural symbolism, which various organizations can emulate in order to improve the relationship between it and the employees. The Christmas party symbolizes the social drama that characterizes various organizations including Shoenman and associate as depicted in this article. With social drama, the normal structural relationship within an organization is suspended and this enables adequate and unofficial interaction between members of the organization. Unfreezing of the corporate structure provides a new interpretation of roles, positions and relationship of the employees, a situation that is attributed to social drama (Willmott, 1993). The corporate culture developed by shoenman and associates operates as an efficacious control locus aimed at releasing the tension and bureaucracies within various organizations. This leads to the cultivation of a moral community in which organizational goals are achieved collectively and all members of the organization provided with equal opportunity to grow and climb the leadership ladder (Rosen, 1988). Though the Christmas party at shoenman and associates can be viewed as fun session within the company, the management views it as a normal work calendar in the organization. This improves the relationship of employees with each, the morale and motivation of the employees and the overall productivity of the organization. Christmas party at shoenman and associates is a symbolic culture that integrates work with fun and attempts to enhance the relationship among employees and with the management (Rosen, 1988). Christmas party ritual The Christmas party at shoenman and associate has grown and reached a level where its impacts can be symbolically compared to a ritual aimed at influencing specific doctrines among the employees. The Christmas party exhibit a dual significance as it is used for bringing together employees during fun moments and sharing the challenges within the organization. Such actions are considered symbolic and expressive of the needs and dreams of all members of the organization, making them common practice as seen at shoenman and associates (Willmott, 1993). Rituals are considered as any social action aimed at improving the values and identity of an organizational unit following public and repeated demonstration. Shoenman has developed a ritual by conducting the Christmas party on every last Friday to Christmas and this has contributed to a refined social session aimed at enhancing cooperation and understanding among employees (Islam & Zyphur, 2009). Rituals are considered as an opportunity for employers to reduce the anxiety developed by employees, reinforce the social order within the organization, communicate cherished values within the organization and signal the commitment of the organization towards its people. Rituals are important because they illuminate the behaviour of the organization and challenge or entrench the existing practices or cultures (Rosen, 1988). Throughout the part as witnessed at shoenman, power play is at centre stage and this is depicted by the actions of the chairperson of the organization. While other employees are not allowed to bring their spouses during the party, shoenman has over the years attended the party in the company of his wife and children. This represent the top level of executive decision making that he makes in the organization and the position of his family in the management and success of the organization. This is common in other organizations that have developed a social function such as Christmas party developed at shoenman and associates (Willmott, 1993). Throughout Friday night into Saturday morning, employees at shoenman enjoy the company of each other, drink and extend the beyond the knowledge of the organization. Employees assume their various positions and behave in ways that reflect the goals and objectives of the organization as witnessed in other institutions (Rosen, 1988). Based on Wilcot’s theory of corporate culture, organizations develop a strong brand image as far as its employees are concerned and this image is projected to the market by the actions of the employees themselves. Corporate cultural is aimed at ensuring that the organization wins the hearts and minds of the employees and by extension the target market, which improves the productivity of the organization (Islam & Zyphur, 2009). References Islam, G. & Zyphur, M., 2009. Rituals in organizations: a review and expansion of current theory, group organization management, 39(114), 32-39. Rosen, M., 1988. You asked for it: Christmas at the boss’s expense, journal of management studies, 25(5), 464-480. Willmott, H., 1993. Strength is ignorance; slavery is freedom: managing culture in modern organizations, journal of management studies, 30(4), 516-552. Read More