Culture As Eldridge And Crombie Commerce Essay

Culture As Eldridge And Crombie Commerce EssayCulture, as Eldridge and Crombie (1974, cited in Burnes, 1996, p.112) stated, refers to the unique configuration of norms, determine, beliefs, ways of behaving and so on, that characterize the manner in which multitudes and individuals combine to get things done. all make-up has its own unique enculturation fifty-fifty though they may non have assay to neuter, manage or manipulate it. Rather it impart have been probably assortmentd, managed or manipulated , based on the values of the top management or core pot who build and/or direct that agreement. over time individuals (particularly the organizations leadership) attempt to transport, manage or manipulate the coating of their organizations to fit their own preferences or ever-ever-changing marketplace conditions.Then this refining influences the decision-making processes, it affects styles of management and what e genuinelyone determines as success. When an organization is created, it becomes its own world and its market-gardening becomes the foundation on which the organization will exist in the world.In the past decade, to a greater extent and more companies have assay to make signifi drive byt departs in the way that they manage their logical argumentes. In a world where rapid change has become the norm, a variety of forces have driven organizations to undertake task of changing their farming (Heifetz Hagberg, 2003).1.1 exposition of Organizational Culture in that location is no single definition for organisational horti refining. A variety of perspectives ranging from disciplines such(prenominal) as anthropology and sociology. Some of the definitions argon listed belowOrganizational glossiness is a series of instincts about live up to that is organized, and notice expression in language whose nuances argon special to the group (Becker and Geer 1960, cited in Michelson, 1996, p.16 ).Organizational cultivation is a series of unders tandings and meanings sh atomic number 18d by peoples that are relevant to special group which are passed on to naked members, and are tacit among members (Louis 1980, cited in Michelson, 1996, p.16).Organizational culture is a system of knowledge and standards for believing, evaluating and understanding etc that serve to environmental backgrounds (Allaire and Firsirotu 1984, cited in Michelson, 1996, p.16).Basic assumptions and beliefs have qabalisticer level that are involveed responses to internal integrations problems and survivals problems in groups external environment are shared by members of an organization that operate unaware and that define in a raw material taken -for-granted mode in an organizations view of itself and its environment (Schein 1988, cited in Michelson, 1996, p.16 ).2.0 CHANGING organisational tillageAll the organizations culture isnt static because the internal and external factors influence culture change, so culture will change. According to Burnes (1991, cited in Burnes, 1996, p.115) assumed that culture is locked into personal values, beliefs and norms of organization, because these conceptions change is difficult. This suit of organic culture will be slow if there isnt major shock to the organization. Its a big problem whether organisational culture domiciliate be changed or not. In the following, this problem will be discussed analyzing whether culture suffer be changed, and if it does, in what way.2.1 Culture finish be ChangedMany people take a more considered view while sharing the belief that culture green goddess be changed. Schein(1985,cited in Burnes, 1996, p.117) who is one of the more influential, believed that before any attempt is made to change an organizations culture, it is first necessary to understand the nature of its exist culture and how this is sustained. He argued that it spate be achieved byFor new members, analyzing the process of employment and inductionAnalyzing responses to precise events which are often translated into unwritten in history of organization. But rules of behavior are still very strong.Beliefs, values and assumptions of guardians and promoters of organizations culture are analyzedPaying especial attention to puzzling characteristics which have been observed.Scheins fire is to treat culture as an adaptive and tangible learning process, and emphasizes the way in which an organization communicates its culture to new members.For a variety of reasons, organizations may find that their existing culture is unsuitable or even harmful to their competitive inevitably. In such a situation, umteen organizations have decided to change their culture. subsequently a survey carried out in 1988 by Dobson (1988, cited in Burnes, 1996, p.116), Dobson states that these organizations sought to change culture by make the beliefs, values and attitudes of employees. Dobson identified a four-step approach to culture change based on these companies actionsStep 1 To change the composition of studyforce, organization can change policies of recruitment, survival of the fittest and redundancy so that prospects of promotion and employment are dependent on those controlling and displaying the beliefs and values that organization wishes to promote.Step 2 Organization may reorganize the workforce in order to make employees and managers who display the required traits to occupy positions of influence .Step 3 Organization can effectively communicate the new values by using a variety of regularitys such as one-to-one interviews, briefing groups, character reference circles, house journals, etc.Step 4 Organization can change systems and procedures that named with rewards and evaluations.Many peoples advocating culture change adopt a similar approach. Some of these underestimate the difficulty involved in changing culture. For example, Egan(1994, cited in Burnes, 1996, p.117) took just four pages to show how organizations could quickly, and with apparent eas e, identify and change their cultures. Gordon et al.(1985, cited in Burnes, 1996, p.117) conclude that this type of generic approach to culture has been criticized as being too simplistic, and putting forward recommendations which are further too general to be of use to individual organizations.Schwartz and Davis (1981, cited in Burnes, 1996, p.118) suggest that it should compare the strategic significance(importance to the organizations future) of the change with the cultural resistance when an organization is considering any form of change. They term this the cultural risk approach. They argue, it is possible for an organization to decide with a degree of certainty whether to ignore the culture, manage round it, attempt to change the culture to fit the strategy, or change the strategy to fit the culture.Though Schein (19841985, cited in Burnes,1996, p.118) believes that culture can be changed, he too argues that there is a negative side to creating a strong and cohesive organiz ational culture. Shared values make organizations resistant to certain types of change or strategic options regardless of their merit.Although many peoples believes the advisability of culture change and strong cultures in round situation, and someone question this , there are excessively people who believe that culture can not be changed or managed at all. Meek (1982, cited in Burnes,1996, p.119) commented that culture as a whole can not be manipulated, turned on or off, although it needs to be recognized that some organizations are in a better position than others to measuredly influence aspects of it culture should be regarded as something an organization is, not something it has it is not an breakaway variable nor can it be created, discovered or destroyed by the whims of management. Filby and Willmott(1988, cited in Burnes, 1996,p.119) also questioned the notion that management has the electrical condenser to control culture. They point out that this ignores the way in whi ch an individuals values and beliefs are conditioned by follow finished of exposure to the media, social activities, and previous occupational activities.A further factor against the feasibility of managing/changing culture is the ethical dimension. Van Maanen and Kunda(1989,cited in Burnes,1996, p.120) argued that managers attempt to control what employees feel and what they say or do tardily the interest in culture. Their argument is culture is a mechanism for training emotion that is a method of guiding the way people are expected to feel. It can be conceived that they attempt to change culture.barrel maker (1998) conclude three views relevant whether culture can be changed Root MetaphorIf peoples believe that culture is a root metaphor, they believe that there is no instant means about changing a culture which will be developed and which is passed on from generation to generation of the workforce. Cultural change will happen only by dint of the hundreds of forces acting betw een all the actors, but slowly. It cannot be pre-determined.External and independent variable If peoples believes that culture is an external and independent variable, they believe that there is little one can do to change a culture in the face of external social behaviours, values and beliefs that employees bring into the work place.Internal variableIf peoples believe that culture is an internal variable, they believe that the culture can be order and changed. However some revolve around on the more visible symbols and artifacts, many on peoples behavioral patterns, and others on peoples underlying behavior norms, values, and beliefs.2.2 How to Change CultureThere are many solutions to changing culture, some prescriptive (directive)others more philosophical (enabling) (Cooper,1998). The need for a change in culture is invariably precipitated by some significant, even critical, external environmental change.2.2.1 Management Directed Culture change through the actions and behavior of leaders rather than a process they prescribe a set of actions to create an environment. Peters and Austin (1985,cited in Cooper,1998) equates business and leadership with show business and thus the need to create the right atmosphere. So they advocate shaping values, symbolizing attention even to the point of saying it is the opposite of professional management . Drama can be just for impact and creating stories that get told time and time again, such as the when the founder of McDonalds request all managers chair backs to be sawn off so they would be more inclined to get out and meet the customer.Consensus building based on sharing developing high-trust between individuals allow time for people to change to set the direction but allow the employees to work out the details, more direct intervention, support the training to develop the new skills needed. Within atomized organization, managers will be both the bearers of culture as surface as its promoters.2.2.2 Management Enabl edAccording to Schein(1985, cited in Cooper,1998)organization need leadership to help the group learn new assumptions and unlearn some of its cultural assumptions when culture becomes dysfunctional. Leaders encourage groups to undergo group cue. The shoot is to surface the unconscious assumptions and values of the group as a prelude to changing them to meet the needs of a new environment.Schein had process worksGeneral Evolutionary Process this is change from within a group that is natural and inevitable and passes through predictable stages.Adaptation, Learning, or Specific Evolutionary Process here the environment causes responses by which the group learns and adapts.Revolutionary Process in this power is a disclose variable.Managed Process here there is a focus on what can and cannot be changed. Schein proposes that leaders are responsible for which model to adoptand for ensuring the group knows and agrees which model it is using.Burnes (1996) concludeIf organizational cultur e lack clear fuidelines, managers must make themselves to choice based on their own circumstances and perceived options as to whether to attempt to change their organizations culture.If organization lacks strong or suitable cultures which bind their members together in a common purpose and legitimate and guide decision-making, managers may find it difficult all(prenominal) to agree among themselves or to gain agreement from others in the organization.3.0 MANAGING ORGANIZATIONAL CULTURECultures are hardly planned or predictable they are the natural products of social interaction and develop and go forth over time. Someone believes that cultures can be shaped to suit strategic ends. Even if cultures can be managed is this necessarily a good thing? This is the tendency for culture to be promoted as a subterfuge for increasing organizational effectiveness.Culture spans the range of management thinking. Organizational culture has been one of the most put up buzzwords of popular mana gement. Why? Perhaps most importantly culture penetrates to the essence of an organization it almost equivalent with the concept of personality in relation to the individual and this acute sense of what an organization is its electric charge, core values seems to have become a necessary asset of the modern company. There is the contentious question of whether or not organizational culture can be managed or not. While there may be no definitive answer to the question.According to Bate (1994,cited in Willcoxson Millett, 2000, p.97) there exist two basic approaches to culture and strategy conforming (maintaining order and continuity) and transforming (changing and breaking existing patterns). The effectiveness of the chosen approach to organizational culture and strategy at any given time is dependent on contextual factors that relate to both the internal and the external environment. Thus, context determines a culture needs to be well-kept or changed, but the strategies adopted are very such(prenominal) determined by theperspective subscribed to by the manager or change agent. In dealing with the management of organisational culture, it is firstly necessary to identify as fully as possible the attributes of the existing or new target culture the myths, symbols, rituals, values and assumptions that confirm the culture. Allen et al.(1985, cited in Willcoxson Millett, 2000, p.97) concluded that action can be instigated in any of several key points of leveragerecruitment, selection and deputy -organization ensure that oppointments strength the existing cultures or support a culture change, that can affect culture management. Organization can change the culture by using removal and replacementsocialization -which is especially critical in fragmented organisational cultures. An existing or new culture can be provided by induction and subsequent development and training for acculturation and for improved interpersonal communication and teamworkperformance m anagement/reward systems -organization can highlight and encourage desired behaviors which may (or may not) in turn lead to changed values through using performance management/reward systems.leadership and good example executives, managers, supervisors can reinforce or assist in the overturning of existing myths, symbols, behaviour and values, anddemonstrates the universality and integrity of vision, mission or value statementsparticipation it is essential that participation of all organization members in cultural reconstruction or maintenance activities and associated input, decision making and development activities if long-term change is to be achieved in values, not just behaviors.interpersonal communication an existing organizational culture can be supported much by satisfying interpersonal relationships. Satisfying interpersonal relationships integrate members into a culture effective teamwork supports either change or development in and communication of culturestructures , policies, procedures and allocation of resources need to be congruous with organizational strategy and culture and objectives.The above constitute a number of many strategies and leverage points that can be used in organizations to manage an organization in terms of its overall culture. The management of culture is based on a understanding of the tacit and explicit aspects that make-up the existing culture.4.0 MANIPULATING ORGANIZATIONAL CULTURECulture determines what a group pays attention to and monitors in the externalenvironment and how it responds to this environment. Thus, as Bate (1994, cited inWillcoxson Millett, 2000 ) notes, for those who take an anthropologicalstance, organisational culture and organizational strategy are inextricably linked anddependent each other. Culture is not a separable aspect of an organisation, it is notreadily manipulated, and it is not created or maintained primarily by leaders.For the peoples who called as scientific rationalists, organisa tional culture is one aspect of the component parts of an organisation, a aspect that can be measured, manipulated and changed as organisational variables such as skills, strategy, structure, systems, style and staff. Organisational culture is primarily a set of values and beliefs that articulated by leaders to guide the organisation, translated by managers and employees into appropriate behaviours and reinforced through rewards and sanctions. Scientific rationalist peoples thus tend to talk about culture as if it is a definable thing the culture of the organisation the organisation has a service culture and their strategies for change focus on modular, design-and-build activity often related to structures, procedures and rewards.5.0 CONCLUSIONSOrganizational cultures are created or changed by people. In part, an organizations culture is also created and cahnged by the organizations leadership. Leaders at the executive level are the principle source for the generation and re-infus ion of an organizations ideology. What constitutes organisational culture and its perceived role in organisational are argued, resting on perceptions of culture either as a historically-based, change-resistant, deep social system which underpins all organisational strategy and action, or as just one aspect of the congeries organisational system, manipulable though surface structures such as rewards. The model adopted will determine which of the key points of leverage are deemed most likely to achieve the desired outcome of cultural maintenance or change. The perspective adopted will determine the focus of cultural change, development or maintenance activities. There are no definitive answers to questions about whether culture can be changed, managed and manipulated or not. There are different views about this question. The view of yours based on your knowledge, experience about organizational culture. Although there are no definitive answer to question, you can conclude a answer wh ich fit your view through analyzing of this paper.