Arguably, organizational culture is one of the critical concepts in every company today. It is worth noting that organizational culture determines various actions of the organization that is driven towards mission and goals for the organization. In most cases, the organizational culture could basically determine the success strategy for a company. In the 21st century, organizational culture is very dynamic and calls for tremendous understanding. Managing organizational culture is very critical since cultural issues may affect the company adversely. The pattern of collective assumptions and behaviors make people very attached to the actions of people. Evidently, organizational culture influences the way groups and people in the organization interact with clients, stakeholders, as well as other employees. There are various elements of organizational culture that brings out the uniqueness of every companies culture. Some of the cultural elements include risk tolerance, individual initiative, direction, reward system, identity, communication patterns, conflict tolerance, control, management support, as well as integration.
The organizational culture of various companies is always challenged by the changes that take place. On the same note, organization cannot evade the cultural changes in the organization since they are inevitable (Fox 2006). The structure and history of the companies determines the focus on various organizational cultures. There are various consequences for employees when it comes to managing organizational culture, as well as the way it is mostly controlled.
It is worth noting that every organization is associated with various cultures depending on how it operates. One of the critical culture that is focuses in an organization I n relation to the history and the structure of companies is the competitive culture in the organization. Companies focus of the competitive culture of the organization in order to ensure that they work within the market scope. For example, one of the companies that focus on the competitive structure is Tesco and Starbucks. The culture of competition takes the centre stage in ensuring that the company is within its standard (Du 2006). Every stakeholder in the organization has focused on the competitive culture, which include the employees, managers, and other responsible stakeholders. The management team has to ensure that the competitive couture within the company does not become harmful. The competitive culture should be used to make the company achieve its goals and objectives. It is evident that competitive culture is part of organizational culture of companies since it entails the values, beliefs, and various learning ways that are developed during the course of the company’s history. The competitive culture tends to manifest on companies members and in its material arrangements.
Competition culture influences the structure of the companies in various ways. The increased competitive culture in organization leads to liberalization of activities that are responsible for taking the companies into global level. Competition culture is an organizational culture that changes the way organizations operate. The competitive culture triggers various issues of change. As a matter of fact, the management team in a company has to train its employees in accepting the inevitability of change (Fox 2006). The competitive culture becomes relevant in creating a climate of change, especially if it is applied effectively. Most of the analysis from various companies show that competitive culture is based on the external and internal drives, and each of it need to be managed well.
The competitive culture is one of the organizational cultures that has its reference on the history and structure of the organization. There are various consequences of this culture for employees, and on the same note there are ways to control it and make it more productive. Competitive culture has both adverse and beneficial impacts to the organization and employees operations (Pareek 2006). It is evident that competitive culture in the organization will make employees be more active. This is because every employee wants to be recognized for their good work.
There are critical positive impacts of competitive culture that is achieved from employees’ change of operation. The consequences for employees are the move to produce high level of production. The competitive culture among employees leads to productivity. Other consequences that are worth mentioning include promoting efficiency, high profit margin, cooperative competition, as well as the spirit of learning (Black 2003). On the other hand, competitive culture develops a situation whereby employees are stressed, forced to leave the job, lack of trust, as well as team spirit reduce.
The aspect of managing organizational culture arises if the competitive culture within the organization tend o be destructive. One of the main ways of managing competitive culture in a company is by ensuring that employees understand that competition is a reality. In the aspect of comparison of various companies, it is evident that some working environments are more competitive than others. Every individual in the company must deliver their best and remain focus on their duties and responsibilities (Du 2006). Building alliances and collaboration among employees is also a way to make the competitive culture productive. There are employees who are not competitors and it becomes so hard for them to fit the company’s competitive environment; hence, such employees need to prove that they are team players. Employees who are team players remain relevant in every company regardless of the competitive culture. In general perspective, competitive culture entails low integration, high flexibility, low cultural identity, low loyalty, as well as achievement of quantitative objectives.
Learning culture also takes the centre stage in organizational culture. The management of leaning culture is always aimed at focusing on the trend of change. The aspect of learning in organization arises due o the fact that there are various organizations changes in companies today. The management of organizational change focuses on ensuring that changes taking place in the company does not adversely affect the company (Fox 2006). Employees learn the new issues in the organization; hence, making learning cultures one of the critical cultures in the history and structure of companies. Leaning culture in the company entails focusing on trend to change, complex environment, service development, competitive advantage, organizational commitment, knowledge expansion, response to external and internal factors, as well as creativity.
The employees have no chance rather than embracing the leaning culture. The world today is very dynamic, and for a company to achieve competitive advantage they must focus on learning the new organizational culture. Leaning culture is one of the comparable types of organizational culture that entails high internal integration and high environmental adaptation. The management of organizational culture is crucial since learning could be demoralizing in various ways. The learning culture can be controlled by assigning each employee there part to focus on.
Reference list
Black, R. J. 2003. Organisational culture: Creating the influence needed for strategic success. United States: Dissertation.com.
Du, P. M. 2006. The impact of organisational culture on knowledge management. Oxford: Chandos.
Fox, W. 2006. Managing organisational behaviour. Cape Town, South Africa: Juta.
Pareek, U. 2006. Organisational culture and climate. Hyderabad, India: ICFAI University Press.
