Culture Management Implementation of the Organization - Assignment Example

Organizational Culture February 20, Organizational Culture Introduction Organization culture represents what the company stands for. The research delves on explaining the two sides of the intricacies of organization culture. The research delves on management’s policy to resolve employee cultures that cannot be managed. Organization officers can easily manage eager implementation of the organization culture. Discussion Management can completely manage the organization culture’s symbolism Normally, organization superiors can easily control and direct eager implementation of the organization culture. Organization culture symbolic meaning. On one side, each person enthusiastically represents one particular symbol or culture of the organization (Alvesson, 2012). An employee of Coca cola is seen as symbolizing what Coca cola manufactures and sells. The people will create an impression that one person who is an employee Coca Cola represents the ideals or policies of the company. If the employee is one of the managers of Coca Cola, then the outsider who hears stories of employees being discriminated against will have an initial picture that the nearby Coca cola manager symbolizes the abuses of Coca Cola Management. Further, management can ensure the subordinate willingly symbolizes the organization’s location. An employee who works in the White House is seen as symbolizing the policies of the White House. The outsider may think that the employee symbolizes power. The outsider can seek the help of the White House employee. The outsider feels that the White house employee can use his White House employment to help the outsider tour the premises of the White house. In a basketball game or any organization, the audiences or employees happily symbolize the goals of the organizations (Campbell, 1998). For example, a student of University of Southern California symbolizes his or school’s desire to win the inter-school basketball game. Thus, each individual student of University of Southern California would prefer to group together under one section of the gym or play area where their school’s basketball game is currently being played. Each of the university’s students proudly shows that they are students of the university. The students are proud to show their school uniforms. Similarly, the basketball or baseball players use the school basketball uniform. The uniform symbolizes what the school stands for. Any person who sees a the same university’s basketball player wear the school uniform will accept that the basketball player represents what the university stands for, such as where the school is located, the size of the school, and the type of learning being inculcated among the young university students’ minds. Likewise, another employee’s uniform symbolizes the eager acceptance of the organization culture. A person seen wearing the uniform of Starbucks coffee is seen as symbolizing what Starbucks stands for, expensive high quality coffee. An outsider seeing a person wearing the coffee store’s uniform will know that Starbucks name represents high quality coffee. Likewise the same coffee shop uniform symbolizes coffee that is not within the reach of the economically deprived (poor and jobless) citizens of our nation, United States (Flamholtz, 2011). Further, an employee of the accounting department fervently symbolizes expertise in the department’s financial functions. The employees of the other departments of the organization will accept the concept that they can approach the accounting employee regarding their payroll miscalculations. The other employees of the same entity will have an initial concept that each accounting department employee has an idea as to how the salaries are computed. Consequently, the other employees of the company are eager to approach and seek the help of the nearby accounting personnel (Flamholtz, 2011). Furthermore, an employee cheerfully symbolizes adherence to the organization management’s instructions. An employee of one of the top 500 corporation of United States, Pfizer, symbolizes the company’s objective to maintain high financial standing in the healthcare field (Capon, 2007). The company sells medical products. Specifically, one of the company’s products is medicines. Consequently, patients trust each product that is made by Pfizer. As one of the top 500 corporations, the patients are eager to buy and take the medicines having the Pfizer brand. The patients have learned to trust the Pfizer brand or culture. With the company’s many years of successfully selling its products to the public, the company name symbolizes products that were proven to be safe and able to cure the patients’ ailments. To illustrate, the patients can understand certain healthcare organization culture symbols. The patients can easily spot the medical doctor when entering the hospitals. The patients and relatives will see the person proudly wearing a white long sleep uniform and a stethoscope hanging around the individual’s necks as symbolizing the healthcare facilities’ mission and vision. Medical doctors have a distinct long sleep uniform that symbolizes their expertise in the healthcare industry. Consequently, the emergency case patients are persuaded to approach the same individual for medical attention. The emergency case patient or relative of the emergency case patient hurries towards to the individual wearing the symbols of a medical doctor because they expect to receive immediate medical attention (Schermerhorn, 1997). Further, an Alaska customer who enters a store located in New York sees the store as devotedly symbolizing what a New York store organization represents. New York is one of the major cities in our United States. New York symbolizes a city that does not sleep. New York represents crowds of people busily rushing to complete their daily hectic tasks. Consequently, the customer clearly knows that the New York store does not symbolize the snow-laden store culture of Alaska. (Alvesson, 2012). The store superiors can easily manage the store employees’ complete implementation of the New York store organization culture. Compulsory compliance with organization culture On the other side, organization culture requires management requiring each employee to comply with the organization culture policies to retain his or her employment (Schermerhorn, 1997). The employee is required to act in compliance with the organization culture policies. For example, the McDonalds employee uses the company uniform to symbolize that he or she is selling hamburgers and coffee to the expecting current and future customers. The customers enter a McDonald’s fast-food restaurant expecting to buy hamburgers and coffee. When the customer enters the same restaurant, the customer does not expect to be served Kentucky Fried Chicken’s fast-food chain products. Likewise, the returning customers expect that the McDonalds fast-food chain is expected to serve the same quality and taste that McDonalds advertises to its current and future customers. Similarly, organization culture includes employees’ wholehearted accept management’s instructions to implement the research and development department’s instructions, in terms of creating new products and processes (Alvesson, 2012). Consequently, the sales manager must comply with management’s instructions to seek the help of one of the research and development department to explain how the new company product works. The sales department needs the help of the research department, in terms of explaining the many benefits of the newly created company product. In turn, the sales department officer will use the newly learned product knowledge as part of the selling process. Sales personnel must obey management’s instruction to explain to the countless benefits of buying the company’s new products to the organizations’ current and future customers. Further, the organization culture includes management requiring the housekeeping department employees should do everything to symbolize the cleanliness of the company’s premises. If the company employees see several trash cans filled to the brim with trash, the company employees interpret the filled trash cans as symbolizing the substandard job performance of the housekeeping department. When the entity manager passes by an employee wearing the housekeeping uniform, the manager can quickly instruct the same employee to pick up the trash bins and empty the contents into the company’s bigger trash bins located in the Housekeeping department’s designated trash storage locations (Campbell, 1998). As symbols of the organization, the managers require its line and staff employees to adhere to organizational culture policies. The employees’ continued failure to comply with the company’s policies may result to the termination of the respective employees. For example, the employee who consistently violates the company’s policy on tardiness may be in danger of being suspended or terminated. The company may penalize employees who consistently show substandard compliance with organizational culture, including substandard work performances (Flamholtz, 2011). Additionally, organization employee culture includes race as significantly affecting management implementation of the organization overall culture. A store hiring Asian Americans symbolizes an Asian American organizational symbol or culture compared to a store that hires employees who are conversing in the Spanish language. The Spanish speaking employees bring their culture or symbol into the organization. Consequently, the topics of the same Latin employees include siesta and other Spanish cultural topics. On the other hand, the Asian employees symbolize incorporating the Asian culture into their work places. The Asian organization culture or symbol includes strongly and close knit family ties (Schermerhorn, 1997). Consequently, such organization cultures cannot be completely managed (Alvesson, 2012). In terms of managing the organization’s employee culture, the managers must give leeway to its valuable employees. The leeways are needed to retain the services of the cream of the crop employees. For example, the manager can allow a relaxation of some of the company’s policies in order to make a selected few employees important. This is especially true in the marketing field. The manager can give the newly hired sales personnel a higher starting salary, violating the company’s standard starting salary policies. The salary relaxation can be done in order to hire the seasoned sales person. Management knows that policy violation is a good move to hire the competitor’s top selling sales person. In terms of managing the organization’s employee culture, managers must allow leeways in the workplace to resolve the employees’ refusal to implement the organization culture or symbol halfway, (Schermerhorn, 1997). For example, the manager implements the company’s policy that prayers should not be done within the workplaces. Managers must allow the Muslim employees their right to pray during certain specified times of the day. The Muslim employees are required to pay five times a day. One of the praying times may be in conflict with work hours. Consequently, management must break the company policy in order to retain the quality services of the Muslim employee. Replacing the expert work of the Muslim employee with the lackluster quality work of the newly hired Jehovah’s Witness employees may reduce production output quality. Consequently, the customers may return the substandard products. Customer product returns will reduce the company’s net revenues and net profits. Furthermore, organization culture includes managers’ not fully managing adherence to changes in the organization culture or symbol (Schabracq, 2009). Often organizations implement organizational policy changes. When the organization decides to shift its culture to producing a different product or service, the employees are required to implement the new workplace culture changes. However, some pockets of individuals may refuse to implement the organization culture change. Normally, the older employees prefer to continue their old ways of creating the company’s products. The older employees fear that learning new ways of doing things is no longer within their physical or mental capability. Consequently, organization employee culture includes management’s institution of feasible ways of persuading the opponents of the change policies to embrace the new way of doing things. One such method is to include the older employees in the change process meetings. The older employees may contribute their perceptions on how to reduce employee resistance to the company’s new work policies. Managers are expected not assume that all opposing employees will be convinced. Consequently, management may either retrench the opposing employees. Second, the managers may transfer the resisting employees to other jobs or other departments. The transfer may be a better alternative to retrenchment of employees who refuse to comply with management’s change policies. Lastly, organization employee culture includes the subordinates’ possible opposing certain abusive management acts. The employees may contest discriminatory management instructions or policies (Genus, 1998). The discriminated employees can charge the organization for proven management’s religious, gender, age, and other discriminatory acts. The general impression of the people, especially the employees, is the supervisor or manager represents or symbolizes the organization culture. Consequently, any illegal or abusive act of the supervisor or manager is symbolized as the approved abusive organization culture acts. Since the organization hired the abusive manager or supervisor, the organization must be held responsible for the unlawful acts of the manager or supervisor. Conclusion Summarizing the above discussion, organization culture symbolizes what the company or entity policies are. Organization culture includes employee culture and management culture. The subordinates’ refusal to implement organizational culture policies may trigger retrenchment or transfer. Evidently, organizational culture is basically about symbolic meaning and as such cannot be managed during certain situations. References: lvesson, M. 2012, Understanding Organizational Culture, Sage, New York . Campbell, S. 1998, Strategic Synergy, Thompson Press, New York. Capon, N. 2007, Managing Marketing inthe 21st Century, Wessex Press, New York. Flamholtz, E. 2011, Corporate Culture;The Ultimate Strategic Asset, Stanford University Press, Stanford. Genus, A. 1998, The Management of Change, Thompson, New York . Schabracq, M. 2009, Changing Organizational Culture, J. Wiley & Sons, New York. Schermerhorn, J. 1997, Organizational Behavior, Harper & Rowe, New York. Read More