Importance Of Managing Organisational Culture
also quite stressful. It would be helpful to adopt such a culture when the business environment the company is operating in is quite fast-paced. A company that can adopt such an organisational culture is a brokerage firm. Therefore, it is important to manage organisational culture because it allows employees to appreciate their efforts and this will motivate them to work harder.
The second category is called ‘the wok hard culture’. In this type of culture, there is normally a lot of feedback occurring in that organisation. On the other hand, there are minimal risks that are taken in such companies. This culture should be created or spearheaded by leaders if they usually do most of their work in project teams or if there is necessity for consultation. This mostly applies to companies that are also highly specialised in nature. According to this classification, it is important to manage organisational culture so as to enhance the level of team work and to increase response levels in a company. This will go a long way in enhancing employee performance and will also improve the company image. (Bate 1994)
The third category is the ‘bet your company culture’. In this type of culture, there are certain companies that may make decisions that take up a lot of stakes. They may not be sure of whether or not they will succeed in their endeavour but they chose to take the risk anyway. These types of companies are characterised by low returns (feedback) and high degree of uncertainty (risk). Companies that should adopt such a culture are those engaging in long term exploits such as the discovery of oil or embarking military projects. According to this category, managing organisational culture is important because it allows organisations to continue with
The Process culture is the last category that was created by the two authors. They assert that it may be difficult to ascertain whether or not there will be returns or feedback in the process of doing business. In such organisational cultures, it is difficult to determine what the final outcome is. In such organisations, there are normally certain levels of bureaucracies and hierarchies that will have to be adhered to. The employees in such organisations are normally given numerous responsibilities without necessarily seeing the fruits of their labour. In this type of organisational culture, it is quite difficult to make fast decisions. It also hinders employees from achieving their full potential because they may not be able to see where all their efforts are going. However, this form of organisational culture can still be appropriate to certain service providers. The main example here is the Public service sector. This is because that method allows for provision of results that are consistent. Most of the time, this is something very desirable in the Public service sector. We can therefore deduce from the above that managing organisational culture is crucial because it allows a company to yield consistent results. (Trice & Beyer, 1993)
Handy’s views
Handy (1993) came up with a theory of organisational culture that is associated with organisational structure. The author says that power culture is created when there are only few people who have the ability to make decisions. In this type of culture there is very little room for hierarchies and protocols. Instead, the decision making process is quite efficient as control emerges from the centre. Organisations that are normally faced with many decision making situations should adopt such a strategy. It is therefore important to manage organisational culture in this sense because it allows the decision making process to become more efficient or more effective.
Sometimes there are cases when organisations may adopt a role culture. In this type of organisational culture, there is a lot of reference to higher powers. One person has to go through a lot of hierarchies before receiving approval for their projects. Consequently, very little room is left for individuals to make decisions on their own. According to this category, one can deduce that it is important to manage organisational culture so as to give more power to people holding certain positions. However it should be noted that companies who wish to institute fast decision making process may not always choose that alternative. Companies that wish to respect make clearly defined structures can take up that role. (Bate 1994)
Another category is task culture. Organisations taking up this role are those ones in which teams are made up to solver problems facing the company. Decisions are made by those team members depending on who has the highest form of expertise. This is normally characterised by a matrix structure. We can therefore say that managing organisational culture is important because it allows certain companies to employ the skills and knowledge of their experts. This will go a long way in