Essays on Why Organizations Need Adaptive Cultures Coursework

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The paper "Why Organizations Need Adaptive Cultures" is a perfect example of marketing coursework. Success in a business environment that is constantly changing depends on how adaptive the organization’ s culture is. It is now widely accepted that successful business leaders have to build adaptive cultures to deal with the ever-changing organizational environment. Culture is a distinguishing characteristic of an organization that makes it distinct from other organizations. Culture dictates the behavior and attitudes of employees in the organization (Tharp, 2009). Culture is an essential success factor and when aligned with the strategy it plays a great role in guaranteeing success in an environment which is constantly in flux.

An adaptive culture is essential in ensuring the organization overcomes ongoing and future adaptive challenges that face contemporary organizations. What is success? Businesses are different in terms of operations, customers and the way they do a thing. However, the most successful companies share a number of common characteristics (Collins and Porras, 2005). Some of the most successful companies have great leaders but the leadership has to spread throughout all the organizational levels. Most importantly, they recognize and harness leaders across all the levels of their organization. Successful organizations are also good at sharing knowledge and wisdom.

Information sharing is optimized and the information is used across the whole organization to make informed decisions. Customer care knowledge and internal best practices are also shared across the organization’ s functions (Collins and Porras, 2005). . The organization also makes sure that every employee knows their strategy and they replicate successful strategies in each part of the company. Successful companies are extremely good at communicating the organizational strategy to frontline employees (Smith, 2003).

They ensure that every employee of the organization understands his or her role in the organization. Successful organizations are also good at optimizing their speed to reflect changes in the environment (Smith, 2003). They move very first to capture existing opportunities and can also slow down in response to outside indicators. Finally, they are able to find opportunities for making money where other organizations don’ t care to look. By possessing these characteristic top businesses are market leaders in their industry; they produce the most innovative products in the market (Smith, 2003).

Successful organizations are also profitable and make massive revenue and in many instances are way ahead of industry competitors in terms of profitability, revenues and return on investment (Collins and Porras, 2005). They also show the lowest employee turnover as they are able to engage and satisfy their employees. Customers of successful companies are also a happy lot as the organization strives to ensure their needs are met. Why organizations need adaptive cultures? Failure of bureaucracy It is clear that the bureaucratic organizational culture characterized by inflexible procedures and policies is no longer working in contemporary organizational management.

No longer can it be assumed that management can create predictable and inflexible policies and maintain control over employees (Kotter, 2008). Today’ s environment of hyper-change calls for a highly adaptive way of running organizations. Today’ s workforces are resistant to the dictatorial way of doing things that characterize bureaucracy. Rules and policies are no longer effective in reinforcing positive behavior among employees. Unfortunately, many organizations maintain volumes of rules that dictate what employee can or cannot do. These controls are unnecessarily restrictive on employee thinking and innovation.

The emergence of new ideas and norms is therefore limited by bureaucratic rules and procedures. Employees cannot innovate beyond the rulebook. According to Kotter (2008), bureaucracy only leads to failure as most bureaucratic organizations perform poorly.

References

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