The paper "Cultural Attitude within Sydney Water" is a great example of an assignment on management. There are two ways of defining the cultural attitude at Sydney Water Board: through outcomes and inherent processes. On outcomes, the cultural attitude can be defined as a clear pattern of behavior. Most people apply the term culture to define patterns of cross individual consistency in behavior. For instance, when individuals say that culture refers to the mode of operation of a particular organization, they are actually referring to consistency in how tasks are performed, problems are solved, conflicts are addressed, and employees and customers are treated.
Going to inherent processes, cultural attitude is defined as the informal beliefs, norms, and values that determine how groups and individuals in an organization relate with one another and with the people outside (Shukla 153; McKenna 470-471.). These two approaches are relevant in comprehending and evaluating cultural attitudes within the Sydney Water Board. Prior to evaluating the cultural attitude within the Sydney Water Board, it is imperative to highlight the nature of organizational culture, the levels of organizational culture, and the various models of organizational culture.
The nature of an organization’ s culture may be depicted in various forms espoused by the organization. This could take the form of routine patterns and language, equality in gender and payment, physical infrastructure, dominant elements like efficiency and quality, and so on. Looked at individually, none of these factors represent the cultural attitude of an organization, but together, they reflect the organizational cultural attitude (Buswell and Williams 138). Even though cultural attitudes attributed to an organization bear common properties, big organizations possess a dominant culture and myriad subcultures. The main values shared by a large proportion of an organization’ s members shape up the organization’ s dominant culture.
Whenever one is referring to an organization’ s cultural attitude, what they are actually referring to is the organization’ s dominant culture. An organization’ s culture exists at three different levels. These levels are based on cultural manifestations in both tangible and intangible forms (Ashkanasay et al 274-275).
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