Organisational culture helps the organisation to achieve their goals

In many ways organisational culture helps to the organisation to achieve their goal and to formulate strategies and propaganda so that proper and effective decision making process should work in favour of the organisation. The organisation culture directly put effects on organisational policies like structure of the organisation , team behaviour, group psychology, working condition in the organisation , motivating the workers/employees, job satisfaction , organisational values and effective control over management.

Effective organisational culture can contribute in melting off various types of complexness, precariousness, dubiety, arises in the particular organisation. It supplies a substance in prospect and helps to make skilful decision making, recruitment, accomplishing short term goals attainment, effective interaction of harmonious movements related to control over the various policies of the organisation. Culture is a vital recipe of organisational traditions, pattern of communication, different types of behaviours, system of rituals etc.

Factors contributing in development of strong culture

CEO or Founders Role – This role is performed by the founder/ CEO of the organisation who do the selection procedure of top management and socialization in respect to organisational culture. (Huczynski and Buchanan, fourth edition. P. 632 )

Socialisation

It is a process of way of behaviour that can be of individual, groups and their ethics, values, attitude towards work and influenced by the particular desirable scenario of organisations. It involves shaping the employees work expectation so they understand and accept the return and un return rules of organisation.

Strong culture is reflection of successful companies and their founder such as imprint of Watson on I.B.M., Bill Gates on Microsoft, Michael Dell on Dell.

When any organisation fulfil their particular task and required to replace the old version of culture influenced by latest working policies , changes in external environment , current trends in market . In other words when organisation needs to introduces new policies and new features with respect to latest scenario of the movement of the competitors , new technology working in market so that further strategies can be formulate in order to achieving the future goals with new working environment and new with culture/pattern in the organisation.

There are various parameters on behalf of which we can say that an organisation change their culture when the particular pattern/ culture are not in use with respect to current time, such as frequent development in latest technology and information age, competition, global perspective, economic implications, customers trend, changing nature and constitution of work force , competitive pricing policies, wages structure, administrative procedure, educational cause, profitability, reorganisation, consumerism, market forces, forecasting future trends, condition of employment , social attitudes etc.

Impacts of organisational change with respect to organisation culture-

Profit maximisation, effective and efficient communication, motivation of employees, achieving high targets, reputation of firm, fighting with competitors, determining future policies, increasing production, market share,

Organisational change- Organisational is governed by two set of risk to firm

Environmental Complexity- It imparts the variety of external agents with potential to effect firms in order to formulate strategic results. Example- Government policies, global breakdown, Recession.

Environmental change- Environmental change refers to stability of external agents it evaluate the various steps taken by the competitors, market policies, recent trends etc.

Changing goal and strategies of firm- A firm has to go through various stages of cultural change and this lies on the top most impacting factors. This effect on potential objectives and their impacts

Adopt Technologies- This refers to adoption of existing and potential technologies in environment which can work in favour of the firm.

Fine tune design- This emphasis on change in organisational structure and delegation of authority, these changes can take places by changing-

Job design- Job design focus on employees performance frame work and this change impacts on organisation objectives favouring predetermined goals of organisation.

People- This refers to replacement and introduction to new employees to organisations.

Control system- Impacts on delegation of authority running in the organisation; this refers to the transfer of decision making power and utilization of available resources in an organisation.

According to Mullins (2005), planned organisational change is formulated by need to reply of new challenges or action plans existing in the external environment. Planned change represents a way to improve in various operational effectiveness of the firm. “This process undergoes through three stages-Unfreezing, movements, refreezing”.

Interpersonal and group change method(T groups)

T groups are concentrating over interaction among members of face to face groups, T groups training facilitators provide members with realistic experiences in interpersonal relations.

T groups begin in unstructured manner facilitators starts by intention to help members to learn about themselves and process which govern the group

Taking the example of Thermo-X company, whose work is to design, manufacture and calibration of temperature measurement equipment, the company made changes in its culture which are as follows-

‘Flat’ organisation structure which is autonomous was introduced in place of ‘tall’ organisation structure which was autocratic, in the new culture information used to aid team problem solving where as in the old culture information used for various managerial control, new culture also included self manage groups where as old culture was comprised of one-person, in new culture employees are regarded as vital cog where as in old culture employees were regarded as expendables.

Mullins (2005)

In my view company’s focus is on positive change over time to time in terms of various organisational structures. There are various changes are being done like making effective management structure, better decision making, effective management information system.

In conclusion, at the last extent of my assignment I found organisation culture is composed framework beliefs, values co-ordination of performance of individual or groups needed for effective management in organisation, and importing power, physical and social environment, controlling the system in the management by using different effective and efficient organisational structures. And if i talk about organisational changes it can be said that it is a set of activities which enforce a change in organisational structure and internal environment with respect to latest time and factors as mentioned in the main body.

Refrences –

Huczynski , A. and Buchanan, D.(2001) “Organisational Behaviour : An Introductory Text”, fourth edition , p. 632.

Mullins, L. (2005) “Management and Organisational Behaviour ” seventh edition, p. 890.

Mullins, L (2005) “Management and Organisational Behaviour” seventh edition, p. 923,924