The Management of Organisational Culture - Essay Example

The Management of Organisational Culture Culture is recognised as a notion which is broadly used in the discussions relating to workplace. It detects similarities along with differences existing in a particular group. In addition, organisation culture can be defined as the set of norms, beliefs and principles among others that drives an organisation towards attaining its predetermined business targets. Thus, it can be affirmed that this topic is quite important to be discussed. In this regard, one major idea which can be developed is that an organisation should form an effective culture in order to sustain in this competitive landscape (Wilcoxson & Millett, n.d.). With this concern, the purpose of the paper is to summarise the main arguments that have been depicted by the authors in the prescribed text i.e. “The Management of Organisational Culture” and the chosen text i.e. “Issues in Understanding and Changing Culture” relating to the aspect of organisational culture. Moreover, the discussion will also involve identifying the issues in comprehending along with changing culture and the necessity to effectively manage organisational culture in this present day context. Summary In both the articles, the authors ascertained that culture plays a decisive role in determining organisational performance. In summary, it can be affirmed that the article “Issues in Understanding and Changing Culture” signifies or argues more on developing the existence of culture in an organisation and on what grounds along with consequences, culture need to be changed. In contrary, the prescribed article i.e. “The Management of Organisation Culture” focused upon determining whether the organisations would possess one particular culture or many. However, both the authors in relation to the text of organisational culture argued on the subject matter that culture needs to be maintained or changed towards the attainment of organisational targets. While summarising the major points along with the arguments made by the authors in the respective articles, it can be affirmed that both the articles focussed upon determining what elements constitute organisational culture and whether the aspect of cultural management can prove to be much effective or not among others (Kilmann et. al., 1986; Wilcoxson & Millett, n.d.). Comparison and contrast of the main arguments and points discussed in the articles In order to compare the main arguments along with the points as per the discussion made by the authors in the provided articles or texts, it can be apparently observed that both the articles stressed upon revealing the importance of organisation culture and explained about how organisation culture plays a key role in the success or failure of an organisation. According to the prescribed article, the authors stated that corporate culture exits in different patterns within a particular organisation (Wilcoxson & Millett, n.d.). In contrast, the authors in the chosen article depicted the importance of recognising the issues in understanding along with changing culture (Kilmann et. al., 1986). One of the major points discussed by the authors in the prescribed article that culture is developing over preceding years as the individuals or groups belonging to an organisation establish diverse patterns of cultural beliefs or behavioural attitudes. On the other hand, one of the major points discussed by the authors in the chosen article is that the notion of managing an effective corporate culture is still a new concept for the practitioners due to their lack of knowledge in understanding the conception of corporate or organisational culture (Kilmann et. al., 1986; Wilcoxson & Millett, n.d.). In both the articles, the implications of cultural management and change are being supported by the authors. The article i.e. “Issues in Understanding and Changing Culture” focus on determining that the process of cultural change depends on how deep is the culture is rooted and whether multiple culture exists or not in an organisation (Mallinger et. al., 2009). It can be affirmed that the deeper is the level of culture in any organisation and the presence of numerous culture, more difficult and time-consuming would be the cultural change process. The authors in the prescribed article argued that it is easier to conduct an effort change process, but performing a unique modification in each and every department is a tough process. Conversely, the authors in the chosen article argued that the requirement of participative approach in identifying and managing deepest layer of cultures rely upon the work of every operational unit. According to the authors, cultural change brings modification in behavioural norms, which involve articulation of behaviours required for availing greater success. One of the major points found in the prescribed article that in various organisational settings, the existence of multiple cultures is quite common and is quite easy to carry forward the cultural change process, when the focus is made on behavioural norms rather than on hidden assumptions. The major point that can be apparently observed in the chosen article is that culture either needs to be maintained or changed, but the strategies adopted to build an effective culture needs to be handled by the managers or the change agents. The prescribed article considers top-down management approach to culture change as a derivative one, while the chosen article stresses on identifying and understanding the implications for cultural management along with change in future. In this regard, it can be affirmed that cultural management can be formed by socialisation, performance management, leadership, participation, interpersonal communication, structured policies and allocation of resources among others (Kilmann et. al., 1986; Wilcoxson & Millett, n.d.). According to the texts or the articles presented by various authors, it can be affirmed that the major question which exists in every organisation is the possibility to change culture in diverse scenarios prevailing in an organisation. In this similar concern, the authors of the prescribed article stated that it is quite possible to change culture within a specific organisation in terms of transforming or breaking existing cultural patterns and recognising the attributes of the existing culture among others. In contrast, the authors in the chosen article argued that the procedure concerning the change and the recognition of culture is largely affected by the number along with the level of cultures existing within a specific organisation. According to the chosen theory, the authors have also made an important that the aspect of changing culture might affect the entire organisational performance in the form of raising conflicts amid the organisational members, reduced profitability along with overall productivity and failure to attain superior competitive position (Kilmann et.al., 1986; Wilcoxson & Millett, n.d.). Conclusion and recommendations Based on the above discussion, it can be affirmed that there exist major arguments of the authors that have been presented in their respective articles relating to the aspect of organisational culture. In precise, the authors argued regarding the necessity of making cultural change in order to attain desired organisational targets. Moreover, the authors also made certain important points that innovation, growth, development and regeneration among others mainly depend upon organisational culture by a certain degree. According to the viewpoints of the authors, it can be stated that culture is regarded as one of the imperative aspects of a total organisation system. In order to develop the existing organisational culture, fostering innovation and making effective cultural changes, it is quite necessary to perform certain significant activities. In this similar concern, the activities might comprise managing organisational change effectively and fostering innovation amid the organisational members among others. It is worth mentioning that it is quite difficult to identify the most appropriate way to change or maintain culture in a particular organisation. In this regard, it is indispensable to enhance the understanding of all the aspects related to organisational or corporate culture at large in an effective manner. References Kilmann, R. H., Saxton, M. J., & Serpa. R. (1986). Issues in understanding and changing culture. California Management Review, 28(2), 87-94. Willcoxson, L., & Millette, B. (n.d.). The management of organisation culture. Australian Journal of Management and Organisation Behaviour, 3(2), 91-99. Bibliography Business Case Studies LLP. (2013). Corporate and organisational culture. Retrieved from http://businesscasestudies.co.uk/business-theory/strategy/corporate-and-organisational-culture.html#axzz2k2kBAX46 Mallinger, M., Goodwin, D., & O’hara, T. (n.d.). Recognizing organizational culture in managing change. Retrieved from http://gbr.pepperdine.edu/2010/08/recognizing-organizational-culture-in-managing-change Russell. J. (2006). Understanding and changing your organizational culture. Retrieved from http://www.russellconsultinginc.com/docs/pdf/sbdc_culture_ppt.pdf Read More