Essays on Culture and Corporate Strategy Assignment

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The paper "Culture and Corporate Strategy" is a great example of a Management Assignment. Organizational culture has often been defined as a concept in organizational leadership that rationally shapes the conduct of employees in a meaningful way; hence many types of research on the subject have tended to focus on it with organizational allegory being filled with codes, ideals, and information limited to the view of organizational culture as a tool related only to effectiveness and performance. This factor of treating organizational culture with so much simplicity can be understood but two main issues emerge from this definition; the first is that there are various factors related to culture that this definition discounts such as “ bureaucratic – “ meritocratic” chain of command, unfair allocation of benefits and remuneration, a fusion of individuality and conventionality, male dominion, financial growth, consumerism, stressing on money, advanced technology, development of nature and equating economic criteria with logic among other factors.

The basis for rationality is one of the factors that are often overlooked in organizations. All in all, research related to organizational culture has always looked at the information and ideas that are related to resources and processes used in attaining pre-distinctive and unquestioned goals. The second issue with this simplified definition is that narrowing the definition of organizational culture to such limited definite dynamic concerns also leads to a reduction of the prospects of culture aiding in the actions that the management of an organization takes.

Organizational culture demands that certain concerns that sever the relationship between the postulations that exemplify technological judgment. Culture – Corporate Strategy 1.2. Question: “ Organizational culture is a sophisticated method to control employees. ” 1.3.

Introduction The idea of organizational culture has been in academic circles as a subject for a long time and has also been widely discussed. Many researchers have examined d the subject from an ethnographic standpoint but this paper does so through a purposeful viewpoint. We look at culture inside groups as well as organizations as a social control structure whose main basis is rules and ideals. The paper shows how culture is capable of manipulating the focal point of thought of the members of an organization, give form to the way they interpret the event and guide their behavior and attitudes.

The paper will also look at social control as a perspective of culture and express how various perspective applies to the aspect of culture in all types of organizations 1.4. Discussion The issue of control in organizational culture has been the concern of many types of research. According to Etzioni (1964), many writings have focused on ways of controlling joint goings-on via the use of prescribed instruments such as budget, compensation systems, and operational processes among other factors since the early days.

The concept of control has often been used imprecisely and therefore it is very critical that a clear perspective is obtained in order to get the difference between “ prescribed and social” control. This paper will study the aspect of control in organizations and how people experience it. In the point of view of this paper, organizational control is an aspect that emanates from being aware that someone who really matters is watching us or paying close attention to what we do and is most likely capable of telling us when or wherever our behavior is suitable or unsuitable (Pech & Slade 2006).

References

5.0. List of References

Etzioni, A, 1964, Modern Organizations. Englewood Cliffs NJ: Prentice-Hall.

Feldman, D, 1984, The Development and Enforcement of Group Norms, Academy of Management Review Vol. 9 , 47-53.

Hofstede, G, 1991, Cultures and organizations. New York: McGraw-Hill.

O'Reilly, C, 2001, Corporations, Culture and Commitment: Motivation and Social Control in Organizations, Managing Human Resources , 9-25.

Pech, R, & Slade, B, 2006, Organisational sociopaths: rarely challenged, often promote, Why? Melbourne: La Trobe University.

Peter, L, & Hull, R, 1969, The Peter Principle. New York: W. Morrow & Company.

Thomas, K, 2004, Revisiting the dark side of leadership in the light of management theory: A leadership concept paper, Melbourne: La Trobe University.

Tushman, M, & O’Reilly, C, 1996, Staving on top: Managing strategic innovation and change for long-term success, Boston: Harvard Business School Press.

Walton, R, 1985, From control to commitment in the workplace, Harvard Business Review Vol. 64 , 77-84.

Weiner, Y, 1988, Forms of value systems: A focus on organizational effectiveness and cultural change and maintenance, Academy of Management Review Vol 13 , 534-545.

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