2.What is Organizational Culture? And Why Should We Care.
It is important to adopt effective policies and procedures, which would help the organizations to compete with the rivals in the same marketplace. This activity is based on the video of Yves Morieux and tries to establish the fact if organizational structure always follows the organizational strategy.
The organizations are complex entity, which are increasingly adopting suitable measures so that they can survive in the market for a longer duration (Van Aken 2012). In the video, Yves Morieux claims that the organizational structure follows the organizational strategy. However, this is not applicable in all the scenarios. There are situations when the strategy also follows the organizational structure, especially in the cases of bad governance (Baker 2014). If the organization lacks improper management or is unable to formulate the right strategy at the right times, then it becomes dependent on the organizational structure (Van Aken 2012). The organization may not be able to respond correctly to the market opportunities as well as threats. This can take place when there are number of organizational layers between the decision-making levels and the operations level. In such cases, there may be lack of proper communication between all layers of the management.
The organizational strategy requires deep understanding of the external as well as internal facets, which is derived from the clear advantages of organizational dynamics (Baker 2014). These dynamics is derived from a number of tools such as game theory, system analysis and micro-economics (Baker 2014). It is important to understand the organization and understand the main work profile of the organization. it is important to identify the positive dynamics of a company such as innovation, organizational learning, which often leads to improved economic performance (Baker 2014). It is also important to consider strategies of movement such as strategic partnerships, mergers and others so that an innovative approach can be set up. This would help the organization to gain competitive advantage.
This activity is based on the article on “What is Organizational Culture? And why should we care?”, which presents different views of the organizational culture. The second part of the activity would focus on the definition of Rolf Winkler definition of organizational culture and how it is applicable to modern day organizations.
There are different interpretations of organizational culture since the nature of the topic is vast and the culture component encompasses several smaller attributes (Baker 2014). The culture of an organization is a gamut of activities which are all interconnected (Alvesson and Sveningsson 2015). There are variety of perspective of organizational culture which have been opined by different persons (Baker 2014). The article on “What is Organizational Culture? And why should we care?” presents different views of the organizational culture which are mutually related (Watkins 2013).
The organizational culture is viewed as consistent behavioral patterns in the organization while some others feel that it is shaped by the compensation given to the employees (Alvesson and Sveningsson 2015). If the employees receive financial as well as non-financial compensation, then they would be satisfied, which would lead to positive organizational culture (Scott 2013). The organizational culture tends to integrate its members and the individual components. It can also be compared to a social control system that reinforces correct thinking in the organization. The culture of one organization may or may not be similar to that of another organization (Alvesson and Sveningsson 2015). There are several factors that influence the internal cultural variations in an organization., which contributes to number of different views of the same organizational culture.
I agree with the Rolf Winkler definition of organizational culture that states that there is not only one culture in the organizations but it is a combination of various sub-cultures (Watkins 2013). There are a number of internal business functions such as marketing, finance, operations and others which impact the overall functioning of the management. The different business units and the number of stakeholders also affect the overall culture of the organization. It is also true that there are several sub-cultures that may exist within a single organizational culture (McDonald et al. 2015). There can be different business units of the same company, which are located at diverse geographical locations (Laulajainen and Stafford 2013). It is not mandatory that all these business units have same organizational culture. It is important for the business leaders to understand the cultural variations in the same organization and devise strategies accordingly.
The history of the acquisitions and the mergers of the company also provide valuable insights regarding the organizational culture (Ahern Daminelli and Fracassi 2015). The management of such mergers go a long way in defining the sub-cultures of the organization and they can also shape the decision-making patterns of the organization (McDonald et al. 2015). It is the duty of the managers to take account of all the cultural as well as sub-cultural components while formulating important decisions for the organization.
This activity tries to establish the fact that the organizational structure and the organizational strategy are the mutually exclusive components of the same company, which co-exist and support each other in the day to day functioning.
It can be concluded that there are different views of the organizational culture, which is applicable to modern organizational culture. The modern-day organizations are complex entities, which are driven by number of internal variations. The connection between acquisitions and the mergers with organizational culture is also discussed.
Ahern, K.R., Daminelli, D. and Fracassi, C., 2015. Lost in translation? The effect of cultural values on mergers around the world. Journal of Financial Economics, 117(1), pp.165-189.
Alvesson, M. and Sveningsson, S., 2015. Changing organizational culture: Cultural change work in progress. Routledge.
Baker, M.J., 2014. Marketing strategy and management. Palgrave Macmillan.
Laulajainen, R. and Stafford, H.A., 2013. Corporate geography: business location principles and cases (Vol. 31). Springer Science & Business Media.
McDonald, J.D., DeChurch, L.A., Asencio, R., Carter, D.R., Mesmer-Magnus, J.R. and Contractor, N.S., 2015, September. Team task switching A conceptual framework for understanding functional work shifts. In Proceedings of the Human Factors and Ergonomics Society Annual Meeting (Vol. 59, No. 1, pp. 1157-1161). SAGE Publications.
Scott, W.R., 2013. Institutions and organizations: Ideas, interests, and identities. Sage Publications.
Van Aken, J.E., 2012. On the control of complex industrial organizations. Springer Science & Business Media.
Watkins, M., 2013. What is Organizational Culture? And Why Should We Care?. Harvard Business Review.