Culture and Organisation
Introduction
Organisational culture is an amalgamation of the beliefs and core values of the people in that specific organisation. This culture could be felt in the implicit expectations, rules and behaviour in an organisation whereby even though the stipulations or rules are not jotted down, employees understand what they are supposed to do or expected of them. In most instances, organisational culture is established by the management and its policy decisions. The beliefs and core values of an organisation enhance organisational goals (Roberts, 1982, 55). Therefore, organisational culture is a key element in determining its performance.
The main purpose of this paper is to evaluate the multidimensional necessity of culture on an organizational. One of the reviews employed in this study is that of Josserand et all (2012) Being an Active Member of a Corporate Alumni Network: a Critical Appraisal, whereby the authors observed in their “Alumni networks” (former employees of a focus firm) how the bureaucratic management behaviors influence individual’s subject even after leaving the company.
We also use the focus in Rosen’s, ‘You asked for it: Christmas at the bosses’ expense, to evaluate how the different aspects in the story, annual picnics, Christian parties, yearly company meetings and so on assist in defining the concept of an organisation. Bolden and golden, (2006) on the other hand will assist us in figuring out how competency of leaders influences an organisation either positively or negatively. Finally, Almeida et al (2012) will give us an insight on how the influences of the behaviour of employers especially in recruiting immigrant employees trigger an organisational culture.
Organisations and Culture
Ultimately, human beings are social animals. This because they possess an inherent desire to connect with one another and at some degree, to assist each other. A study conducted by Josserand et al (2012) was meant to examine how people continue to produce their own subjectivities after them leaving their place of employment and provide meaning to this aspect. This study was based on a qualitative approach, whereby they interviewed active members of a multinational organisation’s network of alumni. The researchers identified a maximum of five interpretive repertoires including the family, best in class, business case, giving back and continuous evaluation through which the alumni members based their justification for the active involvement in the network of alumni and their relation to the organization community even after leaving it.
The authors of the study noted that not only does the alumni discipline what people are but also what they do. Alumni networks could act as strong technology of power reproducing employees’ subjectivation in the required time span and space after their employment in the organization expires. The study provided an insight concerning the employee’s aspect of subjectivation. It established the strength of subjugation and its ability to rise above the organizational, spatial as well as temporal frontiers. After a number of years when they leave the company, the former employees at Soap&co interviewed by the study were still found to be connected to the organization in a seemingly never ending exercise of realizing their self actualization. From an individual’s perspective, this translates that the discourse leaves a mark on a particular person’s identity in the long run.
Contrasting these observations, Courpasson, (2012) on the other hand, opines that, many bureaucracies are in existence in the present perspective. He argues that many stakeholders in various organisations have developed a certain type of resistance to the management. These bureaucracies according to him are in most cases likely to develop towards a polyarchic forms. The author further argues that the responses of the managers are responsible for this aspect of transformed bureaucracies through an accommodative process.
The humanistic approach of managing values is considered to be flexible, assigning responsibility and independence to various workgroups in an organisation. The culture technique as portrayed through an attempt of Ford at social media propaganda and instillation of corporate culture is rather parochial. This is because; they both seek productivity by using a technique of appealing to the employee’s psyche, in solving the agency issues. This motivation seems to be deeper than that of a dominated employee. The synchronisation of values and views enhances the fulfilment of these needs including the belonging and self actualisation needs, and the self esteem. These aspect increases the connection of employees at their work stations. In addition, social connection and self definition becomes intrinsically dependant on the firm (Rosen, 2007, 463).
Knight (1982) observes that the necessary clarity and sentiments of obligations with regard to the moral standards of an organization are ultimately derived from employee’s discussions of issues related to morality as well as the shared agreements on the constituents of proper behaviour (p50). What he means here is that organizational culture influences individual behaviour in a particular organization. The management of an organization should establish a culture that is geared towards continuous improvement of that company as well as employees performance style. As Parker (1999) portrays in his South Park episode, employee’s behaviour are greatly influenced by the type of culture an organization harbours. Employees’ behaviour is influenced as a consequence of perceptions and behaviours to the various jobs in organization. Therefore, we can rightly say that organizational culture influences employee’s effectiveness, efficiency and motivation in their working. This behaviour in turn influences their interactions with people outside the organization.
Little attention has been paid to factors influencing employers on how they recruit their employees, especially in respect of immigrants. Almeida et al (2012) conducted a study on how employers in Australia were influenced by organisation based factors in their recruitment processes. Findings of this study established that employers were not basically motivated by the lens of the human capital during this recruitment process. Some of the main factors could negatively or positively influence these employers. Some of the factors include type, size, resource, and availability, and ethnic diversity, size of organisation, industry culture and the style of management. The findings were backed by those conducted by Booth et all (2010) that was aimed to measure the rate of discrimination in the labour market in Australia. The methodology used was to apply an entry level employment and submitting a CV to employment agencies indicating that the applicant had attended a college in Australia. The study established significant variations in the rate of call backs. Applicants from the ethnic minority side needed to apply for more jobs so as to receive the same number of interviews with the rest.
Bolden and golden, (2006) derives evidence from other studies to indicate that the main predictors that impact the leadership qualities in an organisation include: opportunities for constructive feedback (that is used to assist in creating reflection and self awareness for the employees). Other key predictors include integration with organisations strategy and systems, facilitation, support from the management both before and after the intervention. Herman, (2007) writes that “all human motivation should be regarded as a channel by which individuals’ needs would be satisfied”. It is the intrinsic product of bringing up various levels of the Agentic state” .This being a state of almost full obedience gained from submission to authority (Herman, 2007, p. 135-152).
Conclusion
One pervasive characteristic distinguishing modern life from those in the ancient times is the dominance of large complex and formalised organisations. The modern person is felt in all aspects of an organisation. A person is born into this organisation; he or she lives in there, works for it and dies in this organisation. They are in essence inevitable in the day today life of all human beings. Organisations are not established over a vacuum but in an explicit cultural environment ( Parker, 1999).
Reference List
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