Organisation Culture Essay

1151 words - 5 pages

Organisation culture

Organisation culture can be defined as the collection of relatively
uniform and enduring beliefs, values, customs, traditions and
practices which are shared by an organisation’s members and which are
transmitted from one generation of employees to the next. One view in
the field of organisation culture is the culture metaphor. A metaphor
is a word or phrase applied to an object or action which it does not
literally denote.1 Metaphor can be powerful means of communicating
ideas and are in common use in many organisations. It asserts that
culture is a mental state that has to be tolerated since it is
incapable of being changed by management. It adopted a
phenomenological standpoint and conceptualised culture as a ‘process
of enactment’ – not as something that exists ‘out there’ separate from
people, but which was actually manufactured by company employees as
they interacted with one another on a daily basis within the
workplace.2 In highlighting the symbolic significance of virtually
every aspect of organisation life, the culture metaphor thus focuses
attention on a human side of organisation that other metaphors ignore
or gloss over. The culture metaphor opens the way to a
reinterpretation of many traditional managerial concepts and
processes. It also helps to reinterpret the nature and significance of
organisation environment relations.

Culture of the organisation plays a key role in determining a
structure that would suit. The organisation stance towards
participation and risk-taking will have an impact on the decision
pertaining to number of levels and delegation of authority. Congruence
between culture and structure is important. Lack of congruence can
result in mixed signals across the organisation. Organisational
culture is based on differences in norms and shared practices which
are learned in the workplace and are considered as valid within the
boundaries of a particular organisation. Therefore the efficiency of
an organization structure is determined by how well it fits into the
culture in which it is set.

The environments affect the structures chosen by organizational
decision-makers through their society’s cultural expectations.
Organisational structures are designed to insure survival through
social legitimacy by reflecting the surrounding culture’s values and
beliefs (Birnbaum-More and Wong 1985). Different cultures give rise to
different structures. Culture improves the way structure coordinates
and motivates organisational resources to help an organisation achieve
its goals, thus, culture affects organisation effectiveness because it
improve the organisation work.

As globalisation quickening its pace, more and more organisations
become increasingly interested in the markets outside their home
countries’ boundaries. To the organisation executives, opportunities
overseas indicate vast, almost infinite profit. The invisible culture
barrier plays a crucial role...

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