Organisational Culture Success or Failure of a Firm

Question: Discuss about theOrganisational Culturefor Success or Failure of a Firm. Answer: Introduction Two journals were selected on organisational culture and climate, a paper titled Impact of organisational culture upon organisational performance and a paper purely on organisational climate and culture. The papers were discussed vividly below base on their practical implication to managers; and at the end reflected with learning experiences. Overview of Organisational Change and Culture Organisational culture can be defined as the behaviour, attitude, tradition and beliefs of an organisation. It describes the relationship between the managers-workers relationship, the relationship between organisation and the rest of the world. It defines the core objectives of an organisation. Organisational climate and organisational change are two different concepts. According to Ostroff et al, (2003) organisational climate is the art of having same view with regards to policies, practices and procedures experienced by employees and the expected behaviour in the process of remuneration. Hofstede (1980a) and schein (1990) defines organisational culture as a social phenomenon which include dress code, behaviour, beliefs, rituals which aims at defining the norms of an organisation. Shahzad et al. (2012) Impact of organizational culture on organizational performance: an overview deals with the analysis pertaining to the effects of organisational culture upon the performance in light of changing dynamics in the atmosphere that the organisation remains in. Moreover, the different sets of responsibilities of management towards implementing policies fostering organisational goals has been evaluated in light of organisational climate prevalent. The authors have taken into account the different sets of organisational cultures comprising of counter culture, sub culture, strong and weak culture in order to facilitate segmentation and evaluation of organisational performance. The second aspect is the development of the research on focused climate i.e. issue that has to do with leadership and supervisory style. Researcher have also raised a question regarding the implications of observing variability in consensus within the units or organisations being studied; this question have to do with climate strength and the impact of it differences. The inconsistency of policies and procedures result to a weak climate likewise climate strength will result to smooth relationship between climate and outcome. It was gathered that the less consensus among bank employees the higher the variability in customer perception with regards to customer service. Culture has its origin in anthropology and has been used on writing about organisation. The idea of organisational culture lies on the idea of inculcating beliefs, rituals, myths and ideology into the study of organisation. It dealt with how employees of an organisation share meaning and the basic assumption that guide the organisation functions. Methodologically, researchers used qualitative method of analysis in this research, there is no standard way on how culture should be studied, every of its definition have a contrary view. The second paper delves on culture and climate in human service organisations. The diffusion of innovation postulates that implementation of technological process is a social technical process. The relationship between organisation technology and social value is the basis for the effects of culture and climate, like workers attitude towards work. The social context will help on how a process will be selected, executed and implemented and its capability towards problem solving. The effectiveness of the social context lies with the choice and approach. Human service technology is required in an organisational context. Additionally, diffusion of innovation impact of culture have significant role on the implementation of new human service technology. Culture and climate serves as a medium of response between service provider and service recipients. Theoretical learning theory, expectancy theory, and cognitive processing models are one of the theoretical frameworks in studying culture. Succinctly, new employees are taught how to interact, behave and observe the activities within an organisation and the resultant consequence or punishment or reward of violating any norm of the organisation. The beliefs and expectations are used as proxies in quantifying research in organisational culture; this include description of normative behaviour and expectations, it is studied at an individual level and weight are assigned to each individual and at the end an aggregate quantitative value is driven. Nevertheless, qualitative method of research is also used; it goes to the extent that some scholars believe a combination of quantitative and qualitative should be combined together in a research. For example, a study of emergency room culture and climate can adopt both quantitative method of analysis. But the critics in adopting this kind of nested research is the energy and resources required. For example, in the emergency room research qualitative method include focus group, open ended questions and field work. This is in addition to numerous hours required in observing and conducting the interview, considerable time is required in designing and organising the way of gathering the required information as well as organising the information after gathering. Organisational culture also affects technical aspect of service. A research by Glisson (1996) reveals that children place in custody has more access to health facilities and service dissemination than is expected. Effect of Components of Organisational Cultures uponitsPerformance: The aims and objectives of a research determines the research design formulation; for example the interest of a researcher might be to study the direct and indirect impact of culture and/or climate to the implementation of new intervention. While another researcher might be interested in the effect of organisational culture and or climate in the process of exploring new intervention in a constant sense. In terms of derivation of different sets of metrics in order to delve into the effect on individual outcomes (such as turnover rate) by the shifts in organisational policies, the evaluations are to be made on an individual level. From the view of an organisational researcher a large sample size increases the reliability and the authenticity of the result in making generalisations and forecasting. With enough sample size, a priori hypothesis, theoretical foundation and statistical strength of using control variables, a plausible relationship between organisational culture and organisational climate and service outcome can be achieved. Another approach is to include measures of organisational culture and climate directly in the analysis of outcomes from a given sample, this allows the effects of culture and climate to be controlled. Organisational culture is an avenue of social context that welcomes or rejects new method in an organisation, reject or accept the required activity for success and stick or change the protocol that compose the organisations core technology. The use of interpretive schemes and the process of valuation is the theoretical foundations for organisational climate, individual are accessed on what is their personal benefit. Moreover, it is of due importance whether the job has increased their level of standard or welfare. The evaluation is conducted through value engendered schemes, an example of this is an open discussion forum of the encountered errors and the prefer solution to ambiguous and potentially threatening events. In this process an individual can subsequent perception of this work environment. Individual nature of psychological climate differs. However, through interaction and open discussion with other employees, an employee can understand the impact of their work environment, the aggregation of the process is termed as organisational climate. Shahzad et al. (2012) Impact of organizational culture on organizational performance: an overview entails analysing the existing sets of organisational cultures in light of various theories and concepts derived on the performance and culture of an organisation. The paper concludes that the alignment or similarity between the norms and the values between the employees and that of the organisation can facilitate better organisational performance. Moreover, Shahzad et al. (2012) concluded that in terms of providing services, organisational culture can determine the degree of satisfaction derived by the consumers. This is owing to the fact that the interlink between the service quality, staff turnover and employee motivation determines the degree of organisational performance. Organisational Culture as Driver for Competitive Advantage Leaders are confronted with the problem of coming up with organisational feature and maintaining that, organisational culture is the important engine that improve performance and competitive advantage and how to excel in a contemporary competitive market. Moreover, through providing an atmosphere which is conducive to competition thereby improving the ability of the company towards gaining competitive advantage. Ethical failure arose as a result of the inability of managers to give special attention to organisational culture even though they conceive it as a powerful tool that can create and sustain performance, ethical failure can be also trace to organisational failure in the management in the process of promoting ethical ideas and practice. Organisations with a well defined functional cultures showcases a greater competency towards mitigating business risks. This can be through reducing the response time towards different sets of adverse business conditions such as product or serv ice launch by competitors etc. Relationship Between Organisational Culture and Job Satisfaction Organisation culture tends to provide a sense of identity amongst the employees of the organisation. Organisational culture tends to aggravate the degree of motivation and performance that an employee tends to provide. The influence of organisational culture on its employees is all encompassing in the sense that it determines the degree of complexity in each profile of the organisation, the quantum of ambiguity faced by the employee. Organisational cultures that foster positivity can in turn generate better performances from its employees. On the other hand, non alignment of values laid down by a particular organisations culture with that of its employee can result in a scenario whereby there are instances of value clash. The dysfunctional culture occurring out of such non alignment of value can in turn result in underperformance of employees coupled with lessening of job satisfaction. A strong culture in an organisation has a common objectives for its employees and this help in the process of achieving overall organisational goals and objectives. Excellent job satisfaction can be attained at when employees compete with one another in accomplishment of a task. Summary Four articles were reviewed with different titles, method and objectives, but the main important and common feature of the articles is that they try to point out the significance of organisational climate and organisational culture in an organisation, most of the ethical failures in an organisation is as a result of the managers negligence to the organisational culture and climate. In todays contemporary and competitive economic environment there is the immense need of organisations to improve on organisational culture and organisational climate so as to achieve the overall objective of the organisation. Practical Implications for Managers From the review of the related articles there is a lot for mangers to learn in order to achieve organisational goal. In order to enhance the organisational performance, managers needs to ensure that the organisational culture is conducive to dynamism and competition. Moreover, the managers requires to pursue a holistic approach towards maintenance of organisational culture through implementing policies that tends to reinforce core organisational objectives and values. There is a clear positive relationship between organisational culture leadership behaviour and job satisfaction, this is evident in having a strong culture in organisation. Administrators alter their leadership style in order to achieve organisational goal and this has a direct effect on employees job satisfaction. Reflection on Learning about this Topic from Articles and Lectures From the papers reviewed and the various lectures and tutorials attended on organisational behaviour and management I have derived certain inferences. I have come to a practical and convincing understanding of how organisational culture and organisational climate research can be conducted using various theoretical foundation and statistical analysis. It has also become clearer as to the impact of organisational culture and climate on organisational goal, most importantly effective and efficient service delivery. Conclusion The above stated journals delves into the different aspects of organisational cultures in order to facilitate a thorough evaluation of its impact upon organisations performance, employee performances, quantum of job satisfaction and competitive advantage. A synchronised organisational culture with higher degree of alignment with employee values tends to showcase better sets of performance as compared to one with lesser amount of similarity with employee values. Moreover, an organisational culture has to remain dynamic in nature in order to acclimatise with changes in business environment, the degree of competition along with shifts in organisational landscape. References and Bibliography: Boniface, C. Madu, (2011). Organization Culture as Driver of Competitive Advantage Journal of Academic and Business ethics, pp.89-12 Bruce, M. Tharp, (2006). Defining Culture and Organizational Culture: From Anthropology to the Office- Howarth publishers Jesus, P.Zipp, and Genevieve, (2008). Leadership Organizational Culture Relationship in Nursing Units of Acute Care Hospitals. Nursing Economic.26(1) Denison, and Mishra, AK.(1995). Toward a Theory of Organizational Culture and Effectiveness. Organization Science.;6:204223. Hemmelgarn, L. (2006). 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