Organisational Culture - Essay Example

The Denison Culture Model Organizational culture is an important factor in the success or even failure of an organization. This factor can either result in success or failure depending on how appropriately it is applied. Denison, Haaland and Goelzer (2004) observe that most business management plans and models normally fail because they are not applied appropriately. For instance, a model may be created for organizations in one part of the world and when other organizations from other parts of the world try using the same model, they might not work as well as they should (Martin, 2002). Denison came up with an organizational culture model that has components that can be applied universally in all manner of organizations. The Denison model identifies four cultural traits that are very important in the success of organizations. These traits are: involvement, consistency, adaptability and mission. Denison appreciates the fact that there will always be some form of cultural differences in any organizations. However, the model that he creates is meant to transcend any negativity that may arise due to cultural differences in the organization (Denison, Haaland and Goelzer, 2004). To achieve this feat, Denison recommends the model as a tool for measuring, design and developing an organizational culture which is structured to enable the company to maximise on its resources in order to meet its objectives, which must include growth and profitability. Involvement is a very important factor in any place of work. Everyone needs to feel like they are part of the organization so that they can concentrate all their effort in making the company better. In Denison’s model, involvement is one of the components of an effective organization. According to the model, involvement makes people in the organization feel that whatever their input is, it is not taken for granted; instead it is used to make the organization better (Denison et al, 104). Involvement should also not target some people in the organization and leave out other. Everyone form the most junior worker to the highest ranking official needs to be involved in the day to day running of the company (Parker, 2002). Consistency is another important aspect of an affective organization as proposed by the Denison model. Organizational cultures need to be consistent and well coordinated. This way, the core values of the organization will be entrenched and a positive work attitude created among every employee in the organization (Denison et al, 100). When the organizational culture is consistent, running the organization becomes very easy and efficient. Employers and employees can come to agreements on certain issues affecting the company even if they might have divergent points of view. This creates an atmosphere of tolerance and respect which promotes the organization’s productivity (Alvesson, 2002). Adaptability is the third aspect of an effective organization that Denison explains in his model. Today’s business world is constantly changing and organizations have to find ways through which they can change with the times in order to maximize their returns. The organization’s culture must make it possible for company to be adaptable to change that might benefit it. This means that organizations have to have cultures that allow them to take risks. The organizations themselves have to have strong mechanisms to allow for the creation of change from within. Organisations which have cultures that encourage flexibility also have effective systems that convert change to success and the ability to satisfy their customers (Martin, 2002). Denison’s model also includes mission as a business trait that should be part of any organisational culture. Any organization that wants to be progressive must have a “clear sense of purpose and direction that defines organisational goals and strategic objectives...” (Denison, et al, 100). This is a concept that is accepted in many of the world’s organisations which have articulated goals, objectives as well as visions to express the path that the organisation wants to follow in future. This means that every time that the mission of the organisation changes, these other aspects also have to change to reflect the new path the company is following. This clear sense of direction and purpose is instrumental in the overall well being of the organisation (Schein, 2004). I agree with Denison that Organisational Culture should be enhanced for the greater good of the organisation. Most of the most profitable companies are those that embrace a strong organisational culture. I tend to think that a strong organisational culture makes a good recipe for talent attraction. Nowadays, people are not looking for an organisation that promises a good salary and benefits only, they are also looking to work in a place where they will feel comfortable and enjoy what they are doing (Parker, 2002). With a strong organisational culture it is very easy to retain the present workforce. If a person is enjoying every moment he spends working in a certain company, then there is no way that he or she will leave that soon. This means that if a company adopts a strong and positive organisational culture it will not have to worry about losing the best talent it has to its competition (Martin, 2002). This will go a long way in enabling the organisation save some of its resources to be used for other things that will actually be beneficial in the long run. An organisational culture that involves everyone in the organisation is more likely to engage people than one that sidelines people (Alvesson, 2002). Research shows that workers need to be engaged in their work in order to produce maximum results. People who are normally not engaged in their work are normally those who have a negative attitude towards their jobs or lace of work (Schein, 2004). They will therefore not produce as much as is expected of them and this impacts on the organisation’s profitability. Denison’s organisational culture traits: involvement, consistency, adaptability and mission are all applicable to real life situations. Denison’s organizational culture model has different parts which include measuring, design and developing. Following his organizational culture, Denison showed that mission and consistency were “the best predictors of profitability” while involvement and adaptability were “the best predictors of innovation”. The model also shows that mission and adaptability were good predictors of sales growth (Denison, Halland and Goezler, 99). The organizational culture in my organization has most of the aspects mentioned in Denison’s model. For instance, we have a form of communication channel where everybody has the chance to air their views. The involvement of everyone in the organization in the day to day running of the company is a culture that the managers are trying to enhance. Adaptability is quite a challenge since the organization is made of both conservative and non-conservative members. Coming up with change for the sake of being at per with technology and most of the rest of the world is hard. Even when this change is necessary, convincing some of the employees and managers to adapt to the changing times is not very easy. In conclusion, when an organisation has a strong culture, the employees will always feel as part of the organisation for which they work. When they feel like they are partial owners of the organisation, they will work harder to make it more successful. They will change any negative attitude that they might have had in a bid to make their organisation better. A strong culture in the organization creates a strong spirit of team work which is essential in all aspects of an organisation’s operations. This way they not only promote the organisation’s competitive advantage, they also sharpen their individual professional skills. Denison’s model shows that a strong well informed organisational culture is instrumental in the effective management of the organisation. This translates to higher profits and a sustainable competitive advantage for the organisation in question. However, organisations need to realise that not all organisational; culture models work the same way for all organisations everywhere. In my case, I would embrace Denison’s model to create a unique organisational culture for my organisation. I think that Denison has only provided a basic framework of what should be included in an organisational culture program. I would make sure that my organisation’s culture includes involvement, adaptability, consistency and mission so that it can be as productive as possible. Developing an organizational culture is not an easy thing. My recommendation would be for the organization to measure the needs of the organization, design an organizational culture depending on the needs and objectives of the organization and then develop the different aspects of organizational culture aspects. References Alvesson, M, 2002, Understanding Organizational Culture, Sage, London. Denison, DR, Haaland, S and Goelzer, P, 2004, “Corporate Culture and Organizational Effectiveness: Is Asia Different From the Rest of the World?” Organizational Dynamics, Vol 33, No.1, pp.98-109. Martin, J, 2002, Organizational Culture: Mapping the Terrain, Sage, London. Parker, M, 2000, Organizational Culture and Identity: Unity and Division at Work. Sage, London. Schein, EH, 2004, Organizational Culture and Leadership, John Wiley and Sons, New York. Read More