Culture and Management
Modern institutions operate under organizational models that are informed by a collection of normative orders, organisational goals, and communication system. Moreover, the essence of an organisation relies on the development-shared assumptions, meanings, values, and beliefs that reinforces and guides organisational behaviours. Although employees are critical players in modern organisation, cultural aspects have a critical role in influencing the success of the organisation. Organisational cultures have an all rounded roles that shape all aspects in an organisation including human capital. Studies have confirmed that profit-making organisation utilises employees’ abilities, competent, and skills in fulfilling their objectives and goals (McShane, & von Glinow 2008, p.91). On the other hand, culture is the general environment that surrounds employees while executing their duties in their workplace. Over years, organisation cultures have been a critical element that defines work process, work relationship, and work enjoyment. In consideration to the identified role of organisational culture in modern institutions, it is factual to acknowledge that an awareness of the impact of natural culture on people in work organisation is important in the modern world.
The social penetration theory is vital and useful in describing the impacts of culture in modern organisation and business entities. According to the theory, cultural practices and beliefs in an organisation play a fundamental role in facilitating effective interaction and communication among all actors. The theory further recognises the important of effective communication and interaction in the success of modern organisation. The theory was the creation of the two prominent scholars, Dalmas Taylor and Irwin Altman in 1973. These two theorists attempted to examine the important of development of shared principles and elements in the facilitation of a reliable and effective communication in any social settings. Therefore, as stated by social penetration theory, the adoption of reliable and effective culture in an organisation largely influences communication channels and methods in an organisation.
Being the main parameter that determines the success in any organisation, communication plays a critical role in creating harmony and teamwork in an organisation. Based on the available information and statistical facts, it is clear that the cultural symbols and signs used in an organisation are vital in facilitating reliable and effective interaction and communication (Jones, Cline & Ryan 2006, p. 411). The social penetration theory further affirms that appropriate communication rules and regulations are crucial in facilitating effective and reliable communication among all departments in an organisation. The communication strategy adopted by an organisation is largely determined by the existing cultural practices and norms. The theory further asserts that realistic organisational cultures reduces unnecessary conflicts among employees, conflicts between employees and customers, and conflict between organisations leaders and subordinate staffs. Although there are various theories used by modern professionals to explain the development and behaviours of employees in an organisation, it is clear that organisational culture has an influential role in determining employees’ behaviours.
Organisation culture also influences Leaders’ behaviours especially in mature institutions (Ojo 2010, p.9). As stated in operant conditioning theory, individuals’ behaviours develop in a systematic and continuous manner. In most instances, employees in an organisation learn their behaviours through a systematic process. According to operant conditioning theory, environmental factors have a critical role in shaping behaviours in an organisation. The existing organisational cultural practices and beliefs in any organisational are not only vital in facilitating success in an organisation but have an impact is shaping organisation policies and management strategies. Executive managers give rewards to employees who demonstrate extemporary behaviours to motivate and encourage attractive behaviours in an organisation,
In most instances, organisational cultures are formulated to improve employees’ performance in the organisation. The performance styles are also developed in reference to the existing organisation cultures. Studies have confirmed that organisational cultures have a critical role in shaping employees work behaviours (Shani, & Lau 2005, p.123). As stated in the operant conditioning theories, employees’ behaviours are developed due to the acceptance of attitudes and behaviours that are apparent in an organisation. Furthermore, as stated in social penetration theory, organisational cultures are the central determinant of employees’ effectiveness and efficiency while carrying out their daily activities. Employees performance also have a fundamental is boosting the organisation success.
The significant and relevant of organisational culture in modern organisation is approved by the intensive studies that have been undertaken on the relationship between organisation development and culture. A good number of modern scholars and economist have shifted their attention to the role national and community cultures in modern economic prosperity. By extension, researchers have been focusing on the relationship between employees work behaviours and organisational cultures. In their research findings, many researchers have concurred with the perception that although there is a close relationship between employees work behaviours and national cultures, further research need to be done to identify the intensity of the relationship.
As observed by the pioneers of social penetration theory, the commitment of managers and employees in attaining the organizational norms, values, and beliefs have a strong effect in advancing organisational development. In attempting to explain the relationship between organisational performance and culture, the pioneers of social penetration theory observed that effective leaders teaches employees on the most reliable means of understanding and sticking to organisational cultures. Managers who have successfully trained their employees on the organisation cultures are the most successful actors in modern economic market. In most instances, new recruits in an organisation do not understand the value of culture in the organisation productivity and profitability. To deepen their commitment to the organisation value and culture, most managers inform their employees on the significant of respecting the organisational values.
According to social penetration theory, organisational leaders are the main pioneers and shapers of the organisation culture (Cascio 2006, p.321). Leaders also have the role of helping in creating a close and beneficial relationship between the organisation objective and cultures. Consequently, organisation leaders have a key role of ensuring that the existing organisation policies are in line with the organisation cultural practices and beliefs. The effectiveness and success of leaders in an organisation is therefore determined by the manner in which they are able to link their policies with organisation culture. Company’s mission and vision statement also revolves around organisational culture. While formulating their vision and mission statement, organisations stakeholders have a role of examining the common culture to avoid any unnecessary confusion. Although the organisation mission should be supported by its culture, it is also vital for all players to establish an effective mechanism that will facilitate reliable correlation between the two critical company aspects.
Recent studies have further affirmed that some cultural practices hinder effective implementation of modern technological development. Although organisation cultures essentially define the success of a company, adoption of realistic policy to rectify areas that hinders the adoption of modern transformation is vital. However, the success of any changes in cultural practices is determined by the level of awareness and training subjected on employees regarding the proposed changes. Organisational development and management strategies are also largely influenced by the prevailing organisational culture. Moreover, the manners in which organisational policies and practices are implemented are largely influenced by the common organisational beliefs and norms. The adoption of a policy that intends to changes the apparent organisation culture must be as a result of intensive consultation and agreement between all players. The formulation of policies and plans that do not consider the existing national and organisation results to wastage of the organisation time and resources.
Culturally, incorrect development and operation policies also results to continuous conflict and confusion in an organisation (Cable& Judge 2007, p561). The impact of cultural beliefs and practices varies greatly from one organisation to another. As described in social penetration theory, the influence of organisational culture varies depending on the strength of the culture and the role played by the existing culture in the management of an organisation. A good number of modern scholars agree that the strength of the organisational culture is determined by the level of the consistency of the cultural orientation and form. To attain strong and reliable cultures, managers and organisations stakeholders mould all organisation elements into one corporate culture through the structuring of cultural web. Strong and effective cultures led to the creation of reliable organisational commitment that advances high morals among organisational employees.
However, despite being reliable in supporting organisation development, strong cultures hinder significant changes in the organisation (Cable, & Judge 1996, p311). Therefore, by considering the existing dynamic nature of modern global and regional economy, all profit making organisations should consider adopting a flexible culture. Although it is sometimes ineffective, flexible organisation cultures give room for faster and effective transformation that increases organisational profitability and effectiveness. The rigidity created by strong cultures may also hinder an organisation from making changes that are critical in promoting development in modern technology.
Theoretical frameworks have also confirmed that organisation that hold strong values encounters severe challenges in adopting emerging technological development in their production and distribution lines. Strong cultures are therefore vital barriers to innovation and invention in a good number of modern organisations. Empirical evidence and literatures also supports the interaction between the adjustment of organisational culture and success in modern organisations. Radical changes in traditional ineffective cultural beliefs and practices will not only be effective in advancing organisation competitiveness. This strategy also has the potential of improving the business profitability and productivity.
Furthermore, to fit in the modern economy, intensive interaction among all actors in the organisation will also be of critical importance in supporting the development of contemporary organisations. Modern managers should understand the contribution of cultural practices in modern development and the most effective means of making rectification to the identified cultural barriers. The most critical role of contemporary managers is to identify the contribution of cultural practices in the organisation and making the relevant changes that will meet the demands of turbulent market environment. Modern organisation manager should also have a proactive attitude towards organisational cultures by identifying the cultural values that undermines the success of the organisation and make the necessary rectification.
In response to the ever-increasing political, social, technological, and economic change, modern organisations are being oriented into the notion of fast adoption of modern technology, innovation, and intensive creativity. As a critical and fundamental stabilizing force, organisational culture is one of the most complicated facets that controls and manages a climate that is characterised by continuous changes (Buchanan, &Huczynski, 2004, p.311).
The 21st century managers are therefore faced with endless dilemma in attempting to maintain strong culture and in adapting to emerging changes in the modern market. However, despite putting more values in organisational culture, managers should also ensure that culture does not interfere with their development plans. Modern managers should either adopt a sub-culture or come up with a culture that values flexibility, changes, and learning to deal with the experienced dilemmas. In consideration to the impact of culture in modern organisations, economic experts have confirmed that the most critical leadership role is the management of organisation cultures. The creation of a flexible culture that does not compromise the achievement of the traditional organisations values is the main factor that defines successful manager in the modern economy. The situation is even made worse by the fact that most managers are aware of the role of culture in stimulating changes learning and innovation.
The significant of culture within the organizational changes has also complicated the role of managers in contemporary profit making organisations. Managers should not only measure and diagnose the role of traditional cultures, but should also come up with an effective mean of sustaining strong cultures that have the capability of incorporating the demands of the modern economy (Schein 1999, p.19). This is especially the cases in organisations that operate in a turbulent environment. Despite existing in a turbulent environment, organisations have the responsibility of making the required rectification and modification in order to fit in modern economic environment. Although strong cultures are vital and useful in the management of modern organisation and in rectification of corruption and misappropriation of resources, this form of culture is destructive and has detrimental effective to the development of the modern economy.
The power of strong cultures sometimes poses serious problems and changes in the implementation of the organisations policies and strategies. The culture challenges are especially common in companies that are huge, have long cultural history, and a company that recruits less educated and experienced managers and employees. Managers of organisations that recruit less educated individuals should be considerate of the existing paradox of a strong culture to succeed in the modern market. Organisation culture serve as useful stabiliser in the modern economy; however, studies have also shown that strong cultures can broke organisations from making the required changes and development. Therefore, cultures that do not give room for critical modification and rectification of organisational structures and operations can be described as outdated and inappropriate in modern complicated market (Luthans, Rubach, & Marsnik 2005, p.37).
The adoption of effective measures and mechanism of replacing traditional cultures with more effective and reliable culture is vital in facilitating sustainable development in modern profit making institutions. The formulation and adoption of a culture that would help the organisation to increase its profitability without compromising the existing culture success is vital and necessary. Reshaping old and dysfunctional cultural practices by conceptualising a culture that accommodates innovation and learning will be vital in increasing organisation competition advantages. The openness and flexibility to evolutionary transformation need to be the central aspects that define culture practices in contemporary organisation. Outdated and unproductive practices and beliefs do not stand a chance in the modern society. The creation of adaptive and responsive culture is the most effective and reliable mean of institutionalising a real organisation capability of adapting to modern transformation and innovation. The success of modern managers is largely determined by their ability to create a culture that accommodates modern development and tolerate effective traditional practices.
It is apparent that organisational culture is relatively critical in determining the success of an organisation. In spite of increasing organisation profitability, reliable organisation cultures also plays a critical role in advancing manager reputation. Global experts have also universally agreed that although culture has undisputable role in modern institutions, some culture requires radical transformation to fit in the contemporary economy. Therefore, if an organisation is interested in understanding its own weaknesses and strengths, it needs to understand its own culture. It is important to consider the impacts of the changes on the organisation culture and values when designing changes in organisation operations. Managers should also understand the role of the culture strengths in stimulating organisational changes. A strong culture bids all activities and operation in an organisation into one structure. Changes in one department have critical impacts in the contribution of the other department. Therefore, to prosper in modern complicate economy, all players need to be involved in making changes essential in meeting demands in the modern economy. In reference to the contribution of organisation culture in profit making entities, it is therefore factual to conclude that knowledge of the effect of culture on employees is important in today’s world.
References List
Buchanan, D. and Huczynski, A., 2004, Organizational Behaviour: An Introductory Text. (5th ed.), Essex: Prentice Hall Financial Times
Cable, D. M. and Judge, T. A., 1996, “Person-Organization Fit, Job Choice Decisions, and Organizational Entry”, Organizational Behaviour and Human Decision Processes, 67(3): 294-311.
Cable, D. M. and Judge, T. A., 2007, “Interviewers Perceptions of Person-Organization Fit and Organizational Selection Decisions”, Journal of Applied Psychology, 82(4): 546-561
Cascio, W. F., 2006, Managing Human Resources: Productivity, Quality of Life, Profits.7th Edition, Irwin: McGraw-Hill.
Jones, M. C., Cline, M. and Ryan, S., 2006, “Exploring Knowledge Sharing in ERP Implementation: An Organizational Culture Framework”, Decision Support Systems 41, (2), 411-434.
Luthans, F., M.J. Rubach, and P. Marsnik, 2005, “Going beyond total quality: the characteristics, techniques, and measures of learning organizations”, International Journal of Organizational Analysis, 3(1): 24-37
McShane, S. L. and von Glinow, M. A., 2008, Organizational Behaviour. 4th Edition, Irwin: McGraw-Hill.
Ojo, O., 2010, “Organisational Culture and Corporate Performance: Empirical Evidence from Nigeria”, Journal of Business Systems, Governance and Ethics, 5, (2),1-12.
Schein, E.H., 1999, The Corporate Culture: A Survival Guide. Sense and Nonsense about Culture Change, San Francisco: Jossey Bass
Shani, A.B. and Lau, J. B., 2005, Behaviour in Organizations: An Experiential Approach (8th ed.), New York, NY: McGraw-Hill Irwin.
