Essays on Diagnosing and Changing Organizational Culture Literature review

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The paper "Diagnosing and Changing Organizational Culture" is a wonderful example of a literature review on management. It is quite evident that one of the key responsibilities of strategic leaders is to largely create and maintain organizational characteristics that are widely linked to both rewarding and encouraging collective effort. Perhaps the most fundamental organizational characteristic is organizational culture. Organizational culture is defined as a set of beliefs, principles, and norms that are largely known to give an organization a certain distinct character. Similar to national culture, organizational culture is usually formed and transformed over a period of time.

Further, an organizational culture largely responds and reflects organization characteristics such as customers’ requirements, quality, and competitive environment as well as various community values that are usually held by organization employees As a manager, this study focuses on explaining how one can manage a weak organizational culture by way of making it strong and largely develop it into becoming a quality-driven organization. Arguably, a good and strong organizational culture is one that is known to largely drive quality. It is important that we first understand what makes a weak and strong culture.

Cameron and Robert (1999) maintain that an organization is said to have a strong culture if all employees quickly respond to stimuli which widely illuminates from the proper alignment of their organizational values. Such alignments of organizational values assist an organization to operate effectively which in turn makes this same company a quality-driven one (Cameron and Robert 1999). On the other hand, an organization is perceived to have a weak organizational culture if there is little or no alignment in the various organizational values whereby control of company culture is largely exercised through designed extensive procedures and bureaucracy.

According to Cameron and Robert (1999), researchers indicate that organizations that largely foster strong cultures have well-defined values that are known to give employees a good reason to embrace the culture. an organization culture that is strong is quite beneficial to companies especially those which operate in the service sector since these employees are responsible for delivering services needed to evaluate important characteristics that shape a firm (Cha and Edmondson 2001).

References

Cameron, S., and Robert, E. 1999. Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. Reading, MA: Addison-Wesley Publishing Co.

Cha, S. and Edmondson, A. 2001. How strong organizational values can inhibit learning. Working paper, Harvard University, Cambridge, MA.

Flynn, F and Chatman, J. 2001. Strong cultures and innovation: Oxymoron or opportunity? In Cartwright, S., Cooper, C., Earley, C., Chatman, J., Cummings, T., Holden, N., Sparrow, P. & Starbuck, W. et al., (Eds.), International handbook of organizational culture and climate: 263-287. Sussex: John Wiley & Sons.

Jones, O. 2000. Scientific management, culture and control: A first-hand account of Taylorism in practice. Human Relations, 53: 631-653.

Koene, B., Boone, C., & Soeters, J. 1997. Organizational factors influencing homogeneity and heterogeneity of organizational cultures. In Sackmann, S. (Ed.), Cultural complexity in organizations: 273-294. Thousand Oaks, CA: Sage Publications.

Parker, M. 2000. Organizational Culture and Identity. London: Sage.

Schein, E.H. 1999. The Corporate Culture Survival Guide: Sense and Nonsense about Culture Change. San Francisco: Jossey-Bass.

Schein, H. 1999. The Corporate Culture Survival Guide: Sense and Nonsense about Cultural Change. San Francisco: Jossey-Bass Publishers.

Sherriton, J and James, S. 1997. Corporate Culture/Team Culture: Removing the Hidden Barriers to Team Success. New York: American Management Association.

Drew, G. 2009. Leadership and Organisational Culture: Can the CEO and Senior Executive Teams in Bureaucratic Organisations Influence Organisational Culture? The Online Journal , 9 (2).

Hill, C. W., & Jones, G. R. 2008. Strategic management : an integrated approach. Boston: Houghton Mifflin.

Kerns, C. D. 2003. Creating and Sustaining an Ethical Workplace Culture. Journal of Relevant Information Analysis , 6 (3).

Lim, J. Y., & Cromartie, F. 2011. Transformational Leadership, Organizational Culture and Organizational Effectiveness in Sport Organizations. The Sport Journal , 14.

Loumbeva, N. 2008. Business Ethics as an Enabler of Corporate Social Responsibility. Retrieved December 13, 2011, from http://www.corporateresponsibility.ch/modules/corporate Loumbeva.pdf

Nguyen, H. N., & Mohamed, S. 2011. Leadership behaviors, organizational culture and knowledge management practices: An empirical investigation. Journal of Management Development , 30 (2), 206-221.

Rijal, S. 2010. Leadership Style And Organizational Culture In Learning Organization: A Comparative Study. International Journal of Management & Information Systems , 14 (5).

Willcoxson, L., & Millett, B. (2000). The Management Of Organisational Culture. Australian Journal of Management & Organisational Behaviour , 3 (2), 91-99.

McGuire, S. 2003. Entrepreneurial Organizational Culture: Construct Definition and Instrument Development and Validation, Ph.D. Dissertation. The George Washington University: Washington, DC.

Burman, R. & Evans, A. 2008. Target Zero: A Culture of safety, Defence Aviation Safety Centre Journal 2008, 22-27

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