Essays on Importance of Culture in Management Success Literature review

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The paper "Importance of Culture in Management Success" is a perfect example of a management literature review.   According to various researches, organisations that foster strong cultures have clear set values which enable firms to achieve their goals since their employees have a reason to embrace the values. According to Burman and Evans (2008), a strong culture is beneficial to businesses operating in the service sector as members are motivated to provide services according to the organisational values. Yes, in order to be successful, culture is the most important thing that should be considered by a business.

Even so, it is very difficult for management to address culture due to the recent changes occurring in the internal and external environment. The culture of an organisation is linked to the effectiveness of that particular organisational structure since an organisation with a unique social structure tends to facilitate individuals social behaviour. This study analyses the importance of having the right culture in an organisational setup. The study also shows how managers should address culture once it is introduced to members of the organisation. Definition and application According to Deal and Kennedy (2002) culture is defined in two ways which include defining culture in terms of outcomes and defining it in terms of process.

In terms of outcome, culture is defined as a pattern of behaviour in which individuals follows for example in organisation members would say it is what they normally do or how they do things. It is also shown as a way in which people solve their differences, perform business tasks, and resolve conflicts among members and how employees and customers are treated.

In terms of process, culture is defined as a set that links mechanisms that facilitates cross individual behavioral consistency. This shows that culture includes the organisational informal values, beliefs and norms that control members and groups working together in a particular firm. These values and beliefs also promote interpersonal relationships among members working in one environment. There are three functions of the organisational culture that make it more effective in any environment. These include control of behaviours, encouraging stability and providing a source of identity. In behavioral control, culture ensures that members working in one environment under one culture behave according to the values and norms of that firm.

The organisation should, therefore, introduce certain norms in which members should be informed about as the managers ensure that the values are maintained. The organisational culture encourages stability of business activities as members ensure that conflicts and issues are solved using the one concept and which should be applied at all times (Hartnell et al. , 2011). Culture also provides a sense of identity for example by differentiating an organisation with another one, for example, the culture used in a large profit-making organisation is far much different from that used in a hospital or in a learning institution.

Stephen (2003) state that this is because every activity taking place in the organisation is different including the arrangement of furniture, what the members put on and what the organisation aims at achieving. There are several drawbacks associated with culture and these include one, the barrier to change and improvement. Culture may hinder an organisation from improving since the change in that firm will not be adopted as fast as possible.

References

Burman, R & Evans, A 2008, Target zero, A culture of safety, Defence Aviation Safety Centre Journal, pp. 22-27.

Charles, H & Gareth, R 2001, Strategic management, Houghton, Mifflin.

Deal, T & Kennedy, A 2002, Corporate cultures, The rites and rituals of corporate life, Harmondsworth, Penguin Books.

Handy, C 1995, Understanding organisations, 3rd ed., Harmondsworth, Penguin Books.

Harris, G 1994, Organisational culture and individual sense-making, A schema-based perspective, Organisation Science, vol. 5, no. 3, pp. 309–321.

Hartnell, C, Ou, A & Kinicki, A 2011, Organisational culture and organisational effectiveness: A meta-analytic investigation of the competing values framework's theoretical suppositions. Journal of Applied Psychology, vol. 2, no. 3, pp. 20-32.

Hofstede, G 2000, Culture's consequences, International differences in work related values, Beverly Hills, CA, Sage Publications.

Jex, M & Britt, W 2008, Organisational psychology, A scientist-practitioner approach, Wiley, USA.

Johnson, G 1998, Rethinking incrementalism, Strategic Management Journal vol. 9, pp. 75-91.

Montana, P & Charnov, B 2008, Management, 4th ed., New York, Barrons Educational Series.

O'Donovan, G 2006, The corporate culture handbook, How to plan, implement and measure a successful culture change programme, London, The Liffey Press.

Parker, M 2000, Organisational culture and identity, London, Sage.

Phegan, B 2000, Developing your company culture, A handbook for leaders and managers, California, Context Press.

Schein, E 2005, Organisational culture and leadership, 3rd ed., Michigan, Jossey-Bass.

Stephen, J 2003, Entrepreneurial organisational culture, Construct definition and instrument development and validation, Washington, DC, The George Washington University.

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