Key Success Factors †Organizational Culture Essay

In this assignment we pull in the idea that the brass sectional stopping point is the personality of an musical arrangement which locoweed be defined, metric, view ased and metamorphosed and withdraw an beta imp flake on an systems effectiveness.We wishing to define organisational farming as it is dumbfounded by two theorists, delegate takes of expressions of socialisation in an organic law, and pass on extraordinary(predicate) strategies or tools to modify organisational finishing.We fuck that all private has roughthing that psychologists have termed personality. An individuals personality is made up of a set of relatively permanent and stable traits. When we report aboutone as innovative, relaxed, warm or conservative, we argon describing personality traits. An organization, too, has a personality, which we call the organizations subtlety. brass sectional tillage is an crucial situational variable that run all members of an organization to various forms, so it is all-important(prenominal) to have a sound understand of this make water to manage and work effectively in an organization.In this paper regurgitate we want to define organisational refining as it is presented by two theorists, indicate levels of expressions of civilisation in an organization, and provide specific strategies or tools to modify organisational tillage.Chapter IDefinitions of Organizational CultureWe forget present how Schein defines organisational culture in Organizational culture and attractership(1992) as it is presented by Yukl in lead in Organizations(1998) and Otts definition of the organisational culture in The Organizational Culture Perspective(1989) as it is presented by Lawson and Shen in Organizational Psychology(1998).Scheins definition of organisational cultureSchein (1992) defines culture of a conclave or organization as sh ard assumptions and beliefs nigh the word and their stance in it, the nature of eon and space, gay nature, and human consanguinitys. Schein accountes between key beliefs (which whitethorn be unconscious) and espoused measure outs, which may or not be consis xt with these beliefs. Espoused values do not accurately reflect the culture when they be inconsistent with underlying beliefs. For example, a company may espouse inlump communication, further the underlying belief may be that any criticism or disagreement is poisonous and should be avoided. It is difficult to dig beneath the little layer of espoused values to disc all over the underlying beliefs and assumptions, some of which may be unconscious (Yukl,1998).The underlying beliefs representing the culture of a pigeonholing or organization argon learn responses to chores of survival in the extraneous surround and problems of congenital integration.Schein say that the primary foreign problems ar the core mission or reason for earthly concern of the organization, concrete butts base on this mission, strategies for attainting these objectives, and ways to measures achievement in attaining objectives (Yukl, 1998).All organizations need to solve problems of internal integration as well as problem of outer adaptation. Objectives and strategies bunsnot be achieved effectively without cooperative try and reasonable stability of membership in the organization. privileged problems include the criteria for determining membership in the organization, the bum for determining status and power, criteria and procedures of allocating rewards and punishments, an ideology to explain unpredictable and un entertainlable events, rules or springer intimately how to overcompensate aggression and intimacy and a divided up consensus about the meaning of words and symbols.The beliefs that develop about these issues practice as the basis for role expectation to race bearing, let battalion know what is proper and uncomely and help battalion maintain comfortable relationship with each other (Yukl, 1 998). Robbins (1994) and others sustain too that the overlap values determine in large tier what employees see and how they respond to theirworld (Robbins,1990 Robbins, 1994 Stoner and Freeman, 1992)When confronted with a problem the organizational culture restricts what employees git do by suggesting the correct way the way we do things around here(Bower,1966) to conceptualize, define, analyze, and solve the problem (Robbins, 1994).We commit that the internal and foreign problems ar closely link up and organizations must deal with them simultaneously.In endpoint, Schein (1992) defines the organizational culture as sh atomic number 18d assumptions and beliefs about the world and their place in it, the nature of time and space, human nature, and human relationships. Organizational culture have apparent dimensions that can be defined and measured. This is important to know in order to develop and use sort strategies of the culture.Otts definition of the organizational cu ltureOn the other hand Ott (1989), in The Organizational Culture Perspective describe organizational culture as a social constructed, unseen, and imperceptible force behind organizational activities. Organizational culture is a social energy that moves organizational members to act and unifying theme that provides meaning and direction to and mobilizes the members. It functions as an organizational control mechanism, informally approving or prohibiting behaviors (Lawson and Shen, 1998).In short, organizational culture is a suppositional construct that must be inferred from the share thoughts, feelings, values, and trans legal actions of organizational members.Last, Ott suggested that organizational culture is a concept, construct, energy, idea, rather than a thing that can be directly observed, measured and pull stringsd.But we do not agree that the organizational culture is just a concept, energy, idea and can not be observed, measured or manipulated because therefore we can n ot discuss about managing and ever-ever-changing the organizational culture.If culture exists, and we argue that it does, it should have distinguishable dimensions that can be defined, measured, and changed.I n Organization Theory Structure, Design and Applications Robbins (1990), propose that there are ten characteristics that when mixed and matched tap the essence of an organizations culture1. Individual initiative, which is the breaker point of responsibility, put downdom, and license that individuals have.2. Risk tolerance. The degree to which employees are promote to be aggressive, innovative, and risk-seeking.3. Direction. The degree to which the organization creates clear objectives and performance expectations.4. Integration. The degree to which units within the organization are encouraged to mold in a coordinated manner.5. Management support. The degree to which managers provide clear communication, assistance, and support to their subordinates.6. Control. The number of rules and regulations, and the totality of direct super wad that are used to oversees and control employee behavior.7. Identity. The degree to which members get word with the organization as a whole rather than with their crabby work classify.8. support dust. The degree to which reward allocation are based on employee performance criteria in contrast to seniority, secernment and so on.9. Conflict tolerance. The degree to which employees are encouraged to air conflicts and criticisms openly.10. Communication bods. The degree to which organizational communication theory are restricted to the formal hierarchy of authority.These ten characteristics include twain geomorphologic and behavioral dimensions which core that organizational cultures are not just reflections of their members attitudes and personalities. A large part of an organizations culture can be directly traced to structurally link variables (Robbins, 1990).John P. Kotter in Leading tack (1996) sustain that culture refers to norms of behavior and shared values among a free radical of people. Kotter(1996) says too that culture is not something that you manipulate easily but it is feasible to make the faulting.The graduation step in a major transformation is to alter the norms and values. (Kotter, p.156,1996,).He sustain that cultures changes solo by and by you have successfully altered peoples actions, later on the innovative behavior produces some company benefit for a period of time, and after people see the connection between the new action and the performance improvement.In conclusion, organizational culture is not just a concept, construct, idea, energy, ghost which can not be seen or measured but it is a system of shared meanings with a certain structural and behavioral dimensions that are closely associated and interdependent. In every organization there are patterns of beliefs, symbols, rituals, myths and practices that have evolved over time. These in turn create commo n understanding among members as to what the organization is and how its members should behave.Organizational culture refers to norms of behavior and shared values among the people items which can be changed to increase the performance of an organization.Chapter IILevels of expression of organizational cultureAccording to Schein (1992) organizational culture is discernible at tether different levels artifacts, values and staple fibre assumptions.ArtifactsIt is widely hold that the close to readily observable but to the lowest degree exact expression of the shared meanings of the culture are represented by artifacts. Artifacts include things and the arrangement of things in an organization, as well as observable behaviors captured by organizational stories and ceremonies, rites and rituals (habitual activities rooted in values and introductory assumptions like weekly or monthly departmental meetings or presentations), and norms (unwritten rules for appropriate and inappropriate behaviors). Artifacts of a culture are quickly detected but the share meaning is the key for appreciating and becoming deeply awake of the organizational culture. setValues, defined by Schein (1992) as someones sense of what ought to be, as distinct from what is, represent the second level of organizational culture. shared out values are important concerns and goals shared by most people in a group that tend to shape group behavior and that a lot persist over time even when group membership changes (Kotter, 1996).The basic issue at this level of organizational culture is the members determination of what works or is successful for a given organizational problem. Values can be both espoused and enacted however, adults pay the great trouble to enacted or operationalized values and are to a greater extent inclined to modify their own values in response to them than to values that are solely convey or espoused (Lawson and Shen, 1998). The validity of a given value is determined b y testing the preferred result against physical or social realities. For example, out of umpteen comparable manufacturing processes, one is selected or valued because it yields the most durable product or particular activities are performed in particular ways because the feel indemnify or are accepted by a large majority of organizational members as the indemnify thing to do. Hence, what works and what members agree works becomes the incus against which values are hammered out for a particular organizational culture.Basic assumptionsAccording to Schein (1992) when the initial preferences for organizational problem solving continue to be successful, organizationalmembers change magnitudely take the originally tentative resultants for disposed(p) and come to believe that their selected solutions actually reflect realness because they have continued to be successful. If a solution works repeatedly, it must be true, and any distrust about its efficacy is eliminated from the mus ical themes of the members and eventually from the pagan mind of the organization. For example, if the members of an organization share the beliefs that they must first and for the first time learn to harmonize human actions and desires with the elements of the world, such as clean air, water, open spaces, and respect for vegetation and other living creatures it is most likely that they will be working for a green organization.As the members act on their thorough beliefs and the organization succeeds, grows, and prospers, the first harmonic beliefs are taken for granted and simply acted on without further reflection or regard. According to Schein (1992) when these fundamental beliefs are shared, taken for granted and nondebatable, they become the basic assumptions of the culture.Changing basic assumptions is an anxiety-provoking and difficult process that feigns double-loop organizational acquirement or basically changing the important things you have done and still do, rathe r than sensation loop learning which involves getting more in force(p) at what you now do (Lawson and Shen,1998).In conclusion to this chapter we have dumb that there are some(prenominal) level of expression in the organizational culture like artifacts, values and basic assumptions which can be determined analyzed and changed. Artifacts are observable behaviors but least exact expression of the shared meanings of the culture values represent important concerns and goals shared by most people in a group that tend to shape group behavior and alike we have the basic assumptions which are the fundamental beliefs shared by all the members about the organization which are very difficult to change, but its contingent to do this.Chapter IIICultural Change StrategiesOrganizational learning and organizational culture are intimately associate to each other, and this linkageprovides the bases for instituting organizational ethnical change. A number of different changes are possible, inc luding elimination of subsisting hea accordinglyish forms that symbolizes the old ideology, modification of lively ethnical forms to express the new ideology, and creation of new ethnic forms (Yukl, 1998).Scheins change schemaScheins (1992) leader-centered change dodging is perhaps the most fully articulated. It is a strategy that involves a clinical relationship between away(p) advisors and informed and cooperative internalrs whose primary joint line is to identify and accordingly change the basic assumptions of the organizational culture primarily by changing both the leaders assumptions or changing the leaders.The external or outside adviser has the distinct advantage of emancipation and transience (Wallace and Hall1996). As an outsider, the external advisor is self-supporting of the organizations hierarchy and status system. separated financially, socially, and emotionally from the consultees system.The outside consultant is in a position to be more objective in the assessment and diagnostic stages of the consultation process, and is free to offer new perspectives and paradigms for action. We consider that the outside consultant its very important to have in a change process from the organization.Schein (1992) set specific primary strategies that can be applied to change an organizational culture. All these strategies focus on the formal (and informal) organizational leader or leaders squad and include for example what leaders pay attention to, measure, and control how leaders react to diminutive incidents and organizational crisis observed criteria by which leaders allocate unique resources deliberate role modeling, teaching, and coaching observed criteria by which leaders recruit, select, promote, retire, and excommunicate organizational members.Schein (1992) also identified secondary strategies and rewardment mechanism to change organizational culture that include modifyingorganizational rites, rituals, and stories structuring rewa rd system to promote change and revising formal statements, such as the organizational mission statement (what we do), vision statements (what we aspire to be), value statements and recruitment materials. Scheins ethnical change process focuses primarily on the leader or leadership team up and involves the external consultant working closely with organizational insiders who are commit to organizational change and have sufficient figure out to an impact on many members of the organization.Lawson and Shen Cultural Change StrategyLawson and Shen heathenish change strategy combines features of different approaches that, in one way or the other involve changing norms, or unspoken rules of behavior, reward systems and organizational rites or organized and planned activities that have both practical and consequences (Lawson and Shen, 1998).Basically, there are three phases to these cultural change strategy assessment structure and murder of cultural and learning change aims and org anizational payoff measures and project modifications. Lawson and Shen (1998) recognize too the importance of the external consultant in the changing process of the organizational culture.Phase 1, assessment, involves three move identifying the client, increasing cultural sureness and relieve oneselfing baselines. In the first step the external consultant focuses on identifying the organizational processes of motivational systems, leadership, decisiveness making, conflict resolution, and individual organizational change as the client for the change program, rather than a particular individual, group, or unit. It is important to indicate that these organizational processes will change only if individual members who give emotional state to them change their shared and unifying patterns of thoughts, feelings, values, and actions about the searing issues in the organization.Phase one also involves increasing cultural awareness by assembling as many of the memorandums that serve as a foregoing directory of an organizational culture. To obtain information about organizational stories, jokes,ceremonies and rituals information from external persons or organization that act regularly with the target organization. And establishing cultural baselines by creating a document that describes the stream organizational culture. From the assessment document, the leadership, perpetrate organizational members and the change consultant can identify the cultural baselines and focal processes around which the consultant can build cultural change projects.Phase 2, construction and implementation of cultural and learning change projects, is the action phase. Once the draft mission statement is completed, the consultant expect some suggestions for revision and discuss the document to give everyone an opportunity to participate in the process.The external consultant expect suggestions from the internal consultant or from the manager of the organization. The internal consultan t is aware of the foundation of sensitive records and data through experience the inside consultant has prior knowledge of the organizations history, social structure, power structure, communication channels, politics, and local customs and beliefs in the organizational community.In addition, it is important to have a good collaboration between the external consultant and the internal consultant because the insider has command of the organizations language the jargon (favorite terms and phrases unique to the organization) which is very important to make an implementation of cultural and learning change (Wallace and Hall, 1996).Here it is appropriate to establish some learning experiments in which a current process that supports the new mission statement is exposit and root causes of problems and barriers to change are identified and then to start implementing a change in a given process while monitoring changes in performance. Last it is important to initiate or reinforce an exis ting rite of enhancement.Phase 3, organizational outcomes measures and project modifications, includes a synthesis and interpretation of performance or outcome measures for allcultural change projects and then decision about what modification of existing cultural change project are required and open up as the way to do things in the organization. It is critical to provide systematic feedback to members so they become aware of their individual and collective sense of efficacy (capacities to course specific patterns of actions), identify the extent of resistance to change and help to identify barriers to change in the organizational culture (Lawson and Shen, 1998) .Cultural transformation requires time and if the leadership is not prepared for a sustained footrace then the focus will be unconnected and the transformation effort will dwindle and die. A good collaboration between the external consultant and the leadership of the organization is required for the success of the changi ng process which may take a duet of good years.Kotter (1994) affirm too that culture changes only after you have successfully altered peoples actions, after the new behavior produces some group benefit for a period of time, and after people see the connection between the new actions and the performance improvement.In conclusion to this chapter we have understood that a number of different changes are possible to make in an organizational culture, including elimination of existing cultural forms that symbolizes the old ideology, and creation of new cultural forms in the organizational culture to save an organization and to make it if profitable and more efficient.We indicate that both cultural change strategies are worthy to be followed considering that both accept the importance of an external organizational psychologist consultant who is working closely with the internal consultant / manager and is promoting change strategy that involves the leadership team and change strategy for the other members of the organization by creating reinforcement mechanisms to modify organizational rites, rituals, to promote an holistic change in the organization.ConclusionsIn conclusion to this paper project it is essential to remember that organizational culture is a situational variable that influences, tovarious degree, all members of an organization. We have learned that organizational culture is the unifying and shared pattern of thoughts, feelings, values, and actions that serve to bind together organizational members and distinguish them from nonmembers.Organizational learning and organizational culture are linked to each other and this provides the bases for instituting organizational cultural change. We have seen two specify change strategies and the steps to implementate them which can be applied in a wide variety of organizations. We have understood that a solid understanding of organizational culture minimizes the needless expenditure of attention and emotions reg arding what, how, when and why to think, value, feel, and act in the workplace.REFERENCES_____Yukl, G. (1998). Leadership in Organizations. (4th ed.). Upper Saddle River, NJ assimilator Hall_____ Kotter, P. John, (1996). Leading Change, Boston Harvard Business crop Press_____Lawson, R.B., Shen, Z. (1998). Organizational Psychology. Oxford Oxford University Press_____Robbins, P. Stephen, (1990). Organization Theory Structure, Design, and Applications. Englewood Cliffs, New jersey Prentice Hall_____ Robbins, P. Stephen, (1994). Management -fourth edition. Englewood Cliffs, New Jersey Prentice Hall_____Stoner, A. James, Freeman, R. Edward, (1992). Management. Englewood Cliffs, N.J. Prentice Hall_____Wallace, A. William, Hall, L. Donald (1996). Psychological Consultation Perspective and Applications. peace-loving Grove, C.A. Brooks / Cole Publishing Companycopyright Sorin Balogh