Organizational Culture

Janil J.

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Organizational Culture

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Abstract

Organization in general exists because of its people and their interactions. These interactions are based on set of rules that social in nature and tend to influence the employees in their performance of organization related activities. Scholars assert that people with their sets of values contribute to the organizational values. Traditions, norms and culture from employees pool in and amalgamate with organizational values so that they become a new set of values and culture. Over the years scholars observe that there exist a tendency in organizations to replicate certain cultures as befit the nature of their business and the environment they want to breed. Depending on the kinds of products and services they offer as well as the values they want to pursue organizations develop certain construct to suit their purpose. They implement these cultures to not only appeal to the employees but also to the stakeholders. Thus the choice of organizational culture is a careful deliberation with business and social objectives in mind.

Introduction.
Problem Statement.
Discussion.
1. An aspect integral to the development of organization culture.
2. A pattern of shared basic assumptions.
3. Smircich's views and new perspectives on organizational culture.
The HP Case.
1. The organizational dynamics.
2. HP should adopt a culture that would enable it to achieve its vision and mission in the short and long term.
3. Network culture.
Conclusion.

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[...] As HP grew its culture also changed. By the 1990s HP the exponential growth also bred problems within the organization and outside. Questions of dynamicism, employee values, attitudes and innovations as well as approach of change cropped up which the management needed to address for HP's growth. The centralized organizational structure further did not complement the management's orthodox style. For this reason those old workers felt secured in their jobs while the new employees felt threatened by the older employees (Gratton 1999). [...]

[...] K True leadership: An interview with James McGregor Burns. Psychology Today, October 1978, p.43-51. Hofstede, G., B., Neuijen, D.D., Ohayv, and G., Sanders Measuring Organizational Cultures: A qualitative and quantitative study across twenty cases. Administrative Science Quarterly 35:1990. p.286-316 Hofstede, G. Attitudes, values and organizational culture: Disentangling the concepts. Organizational Studies 1998. p.477-492. Hofstede, G., M.H. Bond and C. Luk. Individual perceptions of organizational cultures: A methodological treatise on levels of analysis. Organization Studies 14(4):1993. p.483-504. Nahm, Abraham Y and Vonderembse, Mark A Koufteros, Xenophon A. [...]

[...] Conclusion Thus from the above case one observe that network culture, one of the organizational culture proves to be effective for HP because it would complement the organizational dimensions and paradigms. Implementing and developing organizational culture is imperative as Schein (1992) suggest it would help organizations to: - coordinate and integrate organizational units for improved efficiency; - promote product and strategic innovation - process innovation and acceptance of new technologies - effective management through the entire network of units - creates workforce diversity - cross cultural management in a global enterprise - create facilitation network for support of teamwork Given the above organizations need to adopt culture not necessarily based on network culture but choose among the others such as firm culture, board culture, mercenary culture, fragmented culture and communal culture etc. [...]

[...] This mandatory aspect of organizational culture helps it influence the activation of different processes within the organization for its survival and success, processes such as planning, decision making, control and employees. Another aspect and integral to the development of organization culture is the collectivity of the members of an organization. Hofstede (1998) and Schein (1999) are of the opinions that the basic assumptions and beliefs that are shared by members of an organization tend to be based on the values of its people and the unconscious accepted behaviors. [...]

[...] The Impact of Organizational Culture on Time-Based Manufacturing and Performance. Decision Sciences. Atlanta: Fall 2004.Vol.35, Iss. pg pgs Schein, E.H. The Corporate Culture Survival Guide. San Francisco: Jossey-Bass Publishers 1999. Schein, Edgar H (copyright 1985). Organizational Culture and Leadership. San Francisco: Jossey-Bass Publishers. Smircich, L. Concepts of culture and organizational analysis. Administrative Science Quarterly, 28:1983.p. 339-358. Stavrou, Eleni Kleanthous, Tonia and Tassos [...]

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