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Management Of Organizations: Employees

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Question:

Discuss about the Management of Organizations for Employees.

 

Answer:

E-learning Activities

Activity 2 Definition of Culture

Organization culture is defined as the activities of the company of doing business by considering the perspectives of the employees. Organization culture is defined as the product of compensation. In the article, there are many definitions of organization culture that are defined by many personnel who are associated in the perspective of organization culture. It can be said that since culture is defined as the perspective of the different types of employees associated with it (O’Reilly III et al., 2014). It is a culture that are formulated by the organization itself with the different kinds of consents of the employees. The employees must put into consideration of the different perspectives of the country culture along with the company culture. It is defined as the meaning of the rituals and cultural aspects that the people of the region follow. Organization culture is shaped by the society culture and the local culture of the region. Apart from that, it can be said that the aspect of cross-culture is important for the multinational companies in order to get an added benefit regarding the terms of innovation in the organizational perspective. The leaders of the organization is responsible for maintaining a balance between the organizational culture and the local culture of the society i.e. the area of the business operations of the company (Hogan & Coote, 2014).

Among all the definitions of culture, the definition of Abdi Osman Jama regarding organizational culture is appropriate. According to him, organization cultures are living culture. It has the adaptability that is responsible for accepting the change as soon as possible. Culture is a dynamic element. It shifts constantly and incrementally while responding to internal and external changes (Watkins, 2017). The organizational culture always manages to get a shift in the change process. It should always incorporate learning and developing. A perfect destination should never be reached unless the organization undergoes change in the few aspects. Organizational culture is a complicated aspect that consists of reality of the society as well as employee perspective (Nica, 2013).

 

Activity 4 Toyota’s Corporate Culture and the Problem of Spreading its Culture

In terms of production system, Toyota is considered as the one of the top car manufacturing company in the world. The company is aiming in incorporating high corporate culture along with inculcation of the company through its management style. The production system of the company that requires management is required to have participation of employees in the organization (Alvesson & Sveningsson, 2015). A strong emphasis is necessary for building strong corporate culture in the organizational perspective. Toyota is the company that always seeks for the opportunity in various markets of the world. It is the reason of undertaking the culture of that country in the business operation. The same cultural perspective of MIT’s seven spear model at Toyota’s organizational level. It can be pointed out that the company is a core Japanese company that follows the American culture in the different subsidiaries of the company. Toyota is known for its innovative organization culture that is focused on the employees of the organization (Jenkins, Ford & Green, 2013). The seven corporate culture of the organization are discussed in the following:

  1. Individual initiative: The different levels of management of the company along with the employees are provided with individual authorities who are responsible for making an individual approach in the decision making process. It is the reason of formation of a unique culture in the company with the overview of every employee.
  2. Innovation and risk taker: Toyota is known for implementation of innovation techniques at every step in the process of engineering, designing and manufacturing cars.
  3. Team work: Toyota as a whole is the supporter of team work that always encourage every employees to work in a group. The management of the company gives recognition to the employees who worked excellent in maintaining group dynamics and group cohesiveness (Glynn & Navis, 2013).
  4. People oriented: Japanese companies are usually people oriented. Toyota also falls in same category. The company is noted for rewarding their employees in order to motivate them in their field of work.
  5. Shared values: Toyota believes in the shared values while providing opportunities to people who are highly innovative and known for delivering quality work.
  6. Aggressive: The company maintains aggressive form of decision making process while putting consideration of the competition in market in the areas of their business operations.
  7. Communitarians: Toyota also supports the theory of communitarians apart from the concept of individualism in its subsidiaries. It is the reason of providing various approaches of innovation at its core business levels (Guiso, Sapienza & Zingales, 2015).

Conclusion

It can be concluded that the organizational culture is always ever changing. Both multinational and domestic organizations must adapt the reality of the competitive business world in order to sustain in the business world. It is described as a living culture. Apart from that, the definition of organization culture describe it as a dynamic in nature.

In terms of the corporate culture followed in the organizational level of the company, it can be said that the Japanese company is known for its adaptability in adapting different positive aspects of the culture of its business operations. The success of Toyota depends a lot on the practice of a strong organization culture in the organizational perspective.

 

References

Alvesson, M., & Sveningsson, S. (2015). Changing organizational culture: Cultural change work in progress. Routledge.

Glynn, M. A., & Navis, C. (2013). Categories, identities, and cultural classification: Moving beyond a model of categorical constraint. Journal of Management Studies, 50(6), 1124-1137.

Guiso, L., Sapienza, P., & Zingales, L. (2015). The value of corporate culture. Journal of Financial Economics, 117(1), 60-76.

Hogan, S. J., & Coote, L. V. (2014). Organizational culture, innovation, and performance: A test of Schein's model. Journal of Business Research, 67(8), 1609-1621.

Jenkins, H., Ford, S., & Green, J. (2013). Spreadable media: Creating value and meaning in a networked culture. NYU press.

Nica, E. (2013). Organizational culture in the public sector. Economics, Management, and Financial Markets, 8(2), 179-184.

O’Reilly III, C. A., Caldwell, D. F., Chatman, J. A., & Doerr, B. (2014). The promise and problems of organizational culture: CEO personality, culture, and firm performance. Group & Organization Management, 39(6), 595-625.

Watkins, M. (2017). What Is Organizational Culture? And Why Should We Care?. Harvard Business Review. Retrieved 3 May 2017, from https://hbr.org/2013/05/what-is-organizational-culture

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