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Organizational cultures refer to the shared norms, values and expectations that govern the way people interact with one another and approach their work. Organizational cultures can be managed by the senior staff by changing the employee’s view towards their work performance. Diverse companies or organizations use different approaches to manage organizational culture. For organizational culture to be managed in successful manner, careful assessment of the changes to make is important. This will ensure support from the workers and other leaders for they will be able to get the purpose for it (Pareek, 2006).
Organizational culture is an important aspect in any administration. It has great impacts in the change programmes of the organization. Strong cultures have been known to obstruct performance and most of the organization managers are struggling hard to manage it. Through assessment of models and application of the current public and private sector operations, organizational culture is easy to administer. In addition, organisational cultures can be handled by establishment of an exterior rather than an internal orientation which is associated with less control focus. Organizational managers should strive to administer the cultures with awareness so that success can be achieved and reduce the shortcomings brought about by lack of culture management issues (Pareek, 2006).
How important are organisational subcultures?
In order to successfully run an organisation, the management need to create subcultures for they have proved to work best resulting to good performances. Subcultures consist of groups of people within a given culture who differentiate themselves from the well-built culture to which they belong. Organisational subcultures give responsiveness and freedom that a certain culture in the administration may be in a position of limiting. The subcultures allows the organisation be able to generate diverse responses to the surrounding without necessarily intruding its internal consistency. It is clear that subcultures have some properties which are in a position of reinforcing the organisation’s culture. For instance, the subcultures differ from the extent they dispute the overarching traditions (Mullins, 2013).
Subcultures often appear in response to varying demands and can provide as an outlet for members to articulate arguments and disputes arising during chaotic times. Subcultures also present methods for changing fewer central principles which are important factors in any organisation. With organisational subcultures, free interaction is enhanced particularly to the workers. This motivates the employees for they are able to present their problems or views to their leaders in a confident manner which makes them feel satisfied (Mullins, 2013).
What is management?
Management is the organisational process that involves calculated planning, locating managing resources, objectives and installing financial and human possessions which are a necessity in achieving the organisation’s goals and measuring the outcomes. Management includes storing particulars and recording facts for later use and those which are important within the organisation. Management functions are not only limited to the managers but everyone in the organisation is involved in the administrative functions. For instance, the workers in the organisation are involved in the reporting task as their work. Management reaches out the organisational goals by working through and with people and having control of the resources in the administration (Mullins, 2013).
Management also involves a function that coordinates people’s efforts to accomplish the organisation’s set goals by use of the resources available in an efficient and effective manner. Management also involves functions of which when applied, administration becomes successful. Some of the most essential functions required during management include organizing, influencing, planning and controlling. This mostly applies to the supervisors and the managers in an administration. Planning involves making of tasks which are required to be accomplished within the given period of time. Influencing involves motivation of the workers. It also involves directing of the organisation members to the direction that makes them be able to fulfil their goals. Controlling involves gathering if information that compares the present performance established to the previous ones (Mullins, 2013).
Is bureaucracy a bad thing?
Bureaucracy is defined as a form of leadership in which a group of people is given the responsibility of setting rules and regulations especially in an organisation. It may have negative effects particularly when decisions are made when the workers in the organisation are not given a chance to express their views for instance. This form of leadership consists of many departments of which are arranged in a descending order. The decisions made by the most senior department have to be discussed further in the other divisions and therefore leading to time wastage (Pareek, 2006).
Bureaucracy also discourages innovations and creativity in the organisation since the selected decision making body is always permanent. Application of this form of leadership makes the employees lose morale during work particularly when they are not comfortable with the rules that govern them. On the other hand bureaucracy is also associated with a few advantages, for example, tactical decision making is easy because a few number of individuals is involved. Standardisation in the place of work is also efficient for the group in leadership is able to effectively ensure that work is perfectly performed (Beetham, 1997).
Beetham, D. (1997). Bureaucracy. Minneapolis, Mn: University of Minnesota Press.
Pareek, U. (2006). Organisational culture and climate. Hyderabad, India: ICFAI University Press.
Mullins, L. J. (2013). Management and organisational behaviour.