饲妖,洋人哈哈笑,刘伯承的女婿
引言
组织文化是组织的个性。文化渗透到组织成员的臆想，具体的体征和行为里，一个组织的文化可以等同于一个系统,只要输入一定的职业,英雄,社会,主角、法律、服务或竞争,价值等，就会得到你需要的反馈，文化是基于我们的价值观,道德规范和假设。例如,我们如何评判钱,空间,时间,人,或设施的价值，我们的文化输出或文化影响包括技术、形象,组织行为,策略,形象,服务,产品等。根据史肯(2004),文化是一个动态的现象包围着我们,这是通过我们与他人的互动创建和实施的。这也是由我们的领导人的行为,道德规范,指导和约束行为,一组结构,程序和规则(2010年麦克纳马拉,帕拉州。)所形成的。
当文化是把组织的水平,甚至是该组织的成员提升到一个水平，我们就能见证文化是如何发展，深入，影响，甚至创造组织的稳定发展，文化是如何给组织成员提供约束和有意义的结构。这些也是文化的动态管理流程和创建领导体系的本质(2004年史肯,）
Organisation's culture is the organisation's personality
INTRODUCTION:
Organisation's culture is the organisation's personality. Culture involves the organisational members' assumptions, tangible signs and behaviors. An organisation's culture can be equated with a system where the inputs may involve the feedback from professions, heroes, societies, stories, laws, values on service or competition, etc. the culture is based on our values, norms and assumptions. For instance, how we value money, space, time, people, or facilities (Parker, 2000). The effects or the outputs of our culture may include the technology, image, behaviors in the organisation, strategies, appearances, services, products etc. According to Schein (2004), culture is a dynamic phenomenon which surrounds us all the time and which is created and enacted through our interactions with others and which is shaped by the behaviors of our leaders, norms that guide and restrain behavior, a set of structures, routines and rules (McNamara 2010, para. 1). When culture is brought to the organisation's level and even to the organisation's members, one is able to witness how it is evolved, embedded, manipulated and created also how culture stabilises, provides meaning, constrains, and provides structure to members of a group. These culture's dynamic processes of management and creation are the essence of leadership (Schein 2004, p. 1).Organisational culture involves shared basic assumptions that are learnt by a group as they solve their external adaptations as well as their internal integration problems and which have been working well and are considered valid for teaching of new members as the best way to think, perceive and feel in a relationship with those problems (OC 2005, para. 2). As organisations evolve over time, they are faced with two basic challenges: individual integration into an effective whole; and effective adaptation to external environment for survival. As groups try to find solutions to problems over time, they get engaged in learning collectively which then creates the pattern of shared beliefs and assumptions normally called culture. According to Morgan Gareth, culture is a phenomenon which is living and through which people create and recreate jointly the worlds in which they live in. (Morgan, 2006).
According to Morgan, cultural elements of an organisation are: values, unstated and stated; obvious and implicit expectations for behavior of the members; symbols and metaphors which may be unconscious but are found in other elements of culture; climate, this involves the feelings that are evoked as a result of members interaction with their environment, the outsiders and each other; myths and stories of the group's history; shop talk, this is the normal language that the group uses in and about; and rituals and customs (OC 2005, para. 5).
Each and every organisation has its own personality and for the organisation to ensure its success for a long time there is need for its culture to be effectively managed. The culture management processes are designed to facilitate firms in defining their culture and to help them understand its effects on organisational success and behavior (Black, 2003).
APPROACH TO MANAGEMENT OF CULTURE
An organisation's culture management contributes highly to its long term success. Management of culture focuses on: identification of what culture is and what an organisation thinks or says it is; determination of what culture should be in order to promote the consistent of behavior with the goals of the company; plan development on how to take the organisation from its original position to a position where it needs to be in accordance with its culture (Management Systems 2004, para. 4).
MANAGEMENT OF CULTURE IN AN ORGANISATION
An organisation's culture contributes to its profitability and success on a long term basis. This is why it is very crucial to manage organisational culture. For effective culture management, an organisation needs to follow the following:
Collect data. This is information collection about a firm's systems and culture, structures and the processes that support it. This information can be collected through conducting interviews on a one on one or sessions with a few selected employees who will help identify the nature of the firm's culture. A culture survey can also be conducted on a large sample of employees. Surveys about an organisation's development can also be conducted to help identify the degree of the problems experienced in a company with respect to its structure, systems and management of culture process.
Analysis of data and report. The data collected is analysed and synthesised. A report is then prepared which outlines the firm's real current culture, the gaps between a firm's current and the desired culture, the firm's structures, processes and systems that are in support of the current culture and that may reinforce or obstruct the desired culture, recommendations that are designed to increase effectiveness of an organisation and improve the desired culture management.
Findings presentations and discussions. This entails a culture workshop designed to help participants to understand what culture is; to understand their firm's current culture; to create a statement of the desired culture of their firm; to begin to develop steps with actions for effective management of their firm's culture. (Management Systems 2004, para. 3).
To keep the employees aligned with the goals and values of an organisation, the leaders
need to create a culture that will encourage employees to keep focus on their works higher purpose. The key is to create an environment where the employees value and enjoy their work. It is of importance to understand an organisation's culture. To create a successful culture a positive environment needs to be created (Alvesson, 2002).
MANAGEMENT OF CHANGE IN AN ORGANISATION
Management of change entails a plan which is well thought of, implementation that is sensitive and above all involving and consulting the people whom these changes affect. When a change is forced on people it normally creates problems. The proposed change must be achievable, measurable and realistic (Burnes, 2004). Before an organisational change is initiated certain questions have to be evaluated by the people instigating it: what achievements will be realised by the change; the reasons and the means of knowing that the change has been attained; the people who will be affected by the change and their possible reactions towards it; the degree of the change that can be achieved and the part of the change where help may be needed (Chapman 2009, para. 1).
Selling change to people in order for a quick agreement or implementation is not a good
strategy for sustainable success. Instead, it is good for change to be understood and to be managed in such a way that the people involved will effectively cope with it. It is important to consult on the intended change so that the reasons for change can gain support (DurBrin, 2008). When other people are informed and consequently involved in the change enhancement, the burden of change is lightened as the organisational load is spread creating an ownership and familiarity sense and an opportunity for the people affected to get involved in the planning and implementation of the change. According to Chapman (2009), change is very unsettling and so it will be logical for the manager to be a settling influence. The manager should also check that those people to be affected by change are in agreement with it or can at least understand why the change is inevitable and have a chance in decision making in the management of change and to get involved in the change' planning and implementation (Mehrabian's, 2009).
When handling change management of organisational aspects that are deemed sensitive, it is advisable to use face to face mode of communication as notices that are written or emails are very weak at conveying or making people understand (Chapman 2009, para. 2-4). When a quick change is needed one has to consider whether the urgency is real, and whether the presiding effects due to limited time frame will be more disastrous than the change itself. Quick changes lack proper involvements and consultations which may lead to more difficulties that will take a long time to be resolved (Keyton, 2005). |
