Importance Of Managing Organisational Culture
enhancing a company’s efficiency because decisions will be made on the basis of who had the widest amount of knowledge about a certain issue. This is quite helpful in the achievement of a company’s efficiency.
Another category proposed by Handy (1993) was person culture. Organisations that take up such a form of culture are usually characterised by the belief that all members of the organisation have some form of authority. In these organisations, there is very little room for pursuance of the organisation’s goals since most of the time individuals are focusing on themselves. However, one should not simply dismiss this form of culture since there are instances when it is appropriate. For example a firm made up of two partners may adopt such a culture because the various partners are able to apply their expertise to their own clients. In light of these facts, one can say that it is important to manage organisational culture because it allows some partners to focus on their objectives in the company. If these different objectives are merged together, then a given company may be able to improve its performance since each partner is bringing in their own clients.
How managers can use organisational culture to improve their organisation’s performance
It is important to manage organisational culture because companies can use this to their advantage when trying to maintain competitive advantage. For example, organisational culture can be managed by ensuring that the recruitment and selection process enhance the organisation culture. This will go a long way in strengthening the prevailing organisational culture and if it was appropriate in the first place, then there will be better results in the end. (Brown, 1995)
Organisational culture should also be managed in the training level provided within any particular company. For example career development strategies adopted by certain companies should be such that they reflect a specific company’s strategy. In line with this management of organisational culture will also be achieved through the use of proper communication especially when members of the company have to work on teams. This will be very instrumental in the determination of bringing together different members of the company regardless of their personal cultural backgrounds. Consequently, more work will get done by people who understand the organisation and there will be better efficiency. (Bate 1994)
Companies can also institute certain reward systems that will encourage certain behavioural traits. This quite instrumental in the process of maintaining positive behavioural traits that are instrumental in the process of achievement of organisational objectives. In relation to this, leaders can assist in the process of reinforcing organisational culture through serving as examples. The company managers can be able to instate myths symbols and integration of visions and missions. This will help employees understand the purpose and objectives of the organisation and will encourage them to perform well. ( Hofstede, 1991)
Companies that wish to manage cultures should encourage participation of other members of the organisation in the development activities, decision making and input to the organisation. This will make the employees feel as though they are valuable members of the organisation and they will be motivated to work harder. Lastly, the company should go out of its way to facilitate better communication between members of the organisation. This can be achieved through teamwork integration. It will go a long way in maintaining systems that help the company to stay ahead of its competitors.
Conclusion
Managing organisational culture is instrumental in ensuring that a company’s objectives are understood and implemented by employees. It also motivates employees to work harder if they can see their level of returns. Lastly, management of organisational culture is important in enhancing the decision making process.
Reference:
Bate, S. (1994): Strategies for Cultural Change; Butterworth Heinemann, Oxford
Brown, A. (1995): Organisational Culture; Pitman Publishing, London
Deal T. and Kennedy, A. (1982): Corporate Cultures: The Rites and Rituals of Corporate Life, Harmondsworth; Penguin Books
Gordon, G. (1991): Industry Determinants of Organizational Culture; Academy of Management Review, vol 16, no. 2. pp. 396-415
Handy, C. (1993): Understanding Organizations, Penguin, London
Hofstede, G. et al (1990) Measuring Organizational Cultures: A Qualitative and Quantitative Study Across Twenty Cases; Administrative Science Quarterly, vol. 35, pp 286-316
Hofstede, G. (1991): Cultures and Organizations; McGraw-Hill, London.
Schein, E.H. (1985): Organizational Culture and Leadership; 3rd Ed., Jossey-Bass
Trice, H. & Beyer, J. (1993): The