Essays on Creating Organisation Culture Coursework

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The paper "Creating Organisation Culture" is a great example of management coursework. Organizational culture is what distinguishes an organizational from other organizations. Organizational culture involves norms, beliefs and principles which give an organization its character. When new employees join an organization, they are supposed to be adaptive to the new systems. They are the qualities of an organization that gives it a certain feel and manifested in four main ways as power, role, achievement and support (Hofstede & Hofstede, 2005). Organization culture is defined by several models that underpin the organizational culture.

The culture is created through terminal and instrumental values. According to Parker (2000), organization culture is all the beliefs, behaviors and feelings of an organization. When members of an organization interact, they use certain rituals and rights. Values are the principles and standards in organisation members. Values can be terminal or instrumental. Terminal values are what the organisation expects as the outcome while instrumental values are the desired behaviour. Heroes in organisations are visionary and institutional builders. Heroes provide a role model in an organisation (Hofstede & Hofstede, 2005).

Culture in an organisation can be maintained in several ways. These involve selection of staff, orientation, job mastery, rewarding and control systems and adherence to values, folklore reinforcement and consistent role models (Jones, 2010). This essay will explain the organisation culture and show how it can be expressed in an organisation. Creating organisation culture Parker (2000), states that values are one of the main elements in an organisation. They are the principles that guide an organisation and its members (Wu, Taylor & Chen, 2001). The desired outcome is the terminal value in an organisation.

There is also the desired mode of behaviour in an organisation which is referred to as the instrumental value. Success in an organisation can only be achieved when the members have shared values.

References

Hofstede, G. (2001). Culture’s consequences: Comparing values, behaviours, institutions, and organizations across nations. Thousand Oaks, CA: Sage.

Hofstede, G. & Hofstede, G. J. (2005). Cultures and Organizations: Software of the Mind. New York: McGraw-Hill.

House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W. & Gupta, V. (2004). Culture, leadership, and organizations: The GLOBE study of 62 societies. Thousand Oaks, CA: Sage.

Jones, G. R. (2010). Organizational theory, design, and change. Upper Saddle River, NJ: Prentice Hall.

Kirkman, B. L., Lowe, K. B., & Gibson, C. B. (2006). A quarter century of Culture’s Consequences: A review of empirical research incorporating Hofstede’s cultural values framework. Journal of International Business Studies, 37(1), 285-320.

Minkov, M. (2011). Cultural differences in a globalizing world. Bingley, UK: Emerald.

Minkov, M. & Blagoev, V. (2011). What do Project GLOBE’s cultural dimensions reflect? An empirical perspective. Asia Pacific Business Review.

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

Schein, E. H. (2011). Leadership and organizational culture. New York, NY: Wiley.

Schermerhorn, J. R., Hunt, J. G., & Osborn, R. N. (2008). Organizational behavior, New York, NY: Wiley.

Schwartz, S. H. & Bardi, A. (2001). Value hierarchies across culture: Taking a similarities perspective. Journal of Cross-Cultural Psychology,32(2), 268-290.

Smith, P. B., Peterson, M. F. & Schwartz, S. H. (2002) Cultural values, sources of guidance, and their relevance to managerial behavior: A 47-nation study. Journal of Cross-Cultural Psychology, 33(1), 188-208.

Triandis, H. C. (2004). The many dimensions of culture. Academy of Management Executive, 18(1), 88-93.

Wu, M. Y., Taylor, M., & Chen, M. J. (2001). Exploring societal and cultural influences on Taiwanese public relations. Public Relations Review, 27(3), 317-336.

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