Critically Analyse the Organisational Culture of the Organisation.
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- Category: Politics: Political Science
- Date Submitted: 11/02/2014 01:40 PM
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Handy (1985) described organisational culture as “the way we do things round here”. While culture according to Williams et al (1996) is seen as a strategic issue and is determined by the strategic needs of the company. They also see culture as the commonly held and relatively stable beliefs, attitudes and values that exist within the organization. Behaviour, attitudes and values of members is dependent upon the sets of beliefs that individual members possess, some of these beliefs being unconscious. The beliefs of these members are seen as the key element of organisational culture.
Figure 3: The Influence of organizational culture (Williams et al, 1996)
Culture that encourages balancing life and work
This organisation has adopted a number of cultures, they have adopted the Work Life Balance (WLB) culture. This has several benefits, Thompson and Prottas (2006) point out that conflicts between personal and organisational needs can have adverse consequences on work, at home and on the employee, while WLB programmes can curtail the stress linked with balancing numerous roles (Barneet, 1999; Thompson & Prottas, 2006). A number of studies have demonstrated that organisations with extensive WLB programmes evince organisational citizenship behaviour (Bragger et al., 2005) and record higher levels of identified organisational performance (Perry-Smith & Blum, 2000; Canivet et al, 2010) and productivity (Konrad & Mangel, 2000; Eaton, 2001).
The organisation encourages open communication right from the leadership to the least employee. Everyone is easily accessible, the office environment has been set up in a way that people can interact with each other and ask the management questions directly. Opinions are heard and valued therefore senior management is seen regularly on the "shop floor". Miles and Snow (1978) found that the strategy of an organisation, the type of people in power and its structure and systems reflect the dominant managerial ideology or culture....
Figure 3: The Influence of organizational culture (Williams et al, 1996)
Culture that encourages balancing life and work
This organisation has adopted a number of cultures, they have adopted the Work Life Balance (WLB) culture. This has several benefits, Thompson and Prottas (2006) point out that conflicts between personal and organisational needs can have adverse consequences on work, at home and on the employee, while WLB programmes can curtail the stress linked with balancing numerous roles (Barneet, 1999; Thompson & Prottas, 2006). A number of studies have demonstrated that organisations with extensive WLB programmes evince organisational citizenship behaviour (Bragger et al., 2005) and record higher levels of identified organisational performance (Perry-Smith & Blum, 2000; Canivet et al, 2010) and productivity (Konrad & Mangel, 2000; Eaton, 2001).
The organisation encourages open communication right from the leadership to the least employee. Everyone is easily accessible, the office environment has been set up in a way that people can interact with each other and ask the management questions directly. Opinions are heard and valued therefore senior management is seen regularly on the "shop floor". Miles and Snow (1978) found that the strategy of an organisation, the type of people in power and its structure and systems reflect the dominant managerial ideology or culture....