Wednesday, 18 March 2020

Organisational Culture

0 comments

Organisational Culture


The presence of a strong and appropriate organisational culture has become essential for
an organisation to function effectively and efficiently in the modern era.
Organisational culture is the consciously or subconsciously accepted and followed way of
life or manner of performing day-to-day activities in an organisation.
It plays an important role in determining and controlling employee behavior at workplace.
The core values, assumptions, norms, procedures, etc. that are followed in an organisation
constitute its culture.
These are more often than not, accepted and followed throughout the organisation, without
much deviation.
For organisations to develop, they often must undergo significant change at various
points in their development.
Organisational Change occurs when an organisation evolves through various life cycle.
Significant organisational change occurs, when an organisation changes its overall strategy
for success, adds or removes a major section or practice, and/or wants to change the very
nature by which it operates.
Leaders and managers continually make efforts to accomplish successful and significant
change.
The changes that bring a complete overhaul are most often than not resisted by the others
first.
It is very important that the staff be made to understand the necessity for the change.
There are many approaches to guiding change – some planned, structured and explicit,
while others are more organic, unfolding and implicit.
Different people often have very different – and strong – opinions about how change
should be conducted.
Whatever resistances or objections, if the change is essential and justified, it must be
undertaken, as they say- the only constant factor is change.
Management Practices and Organisational Behaviour


Adhocracy Culture: This culture is a representative of those organisations which are dynamic
entrepreneurial and creative places to work. People stick their necks out and take risks.
Clan Culture: This type of culture is visible in those organisations which are very friendly place
to work where people share a lot of themselves. It is like an extended family.
Hierarchy Culture: This type of culture is visible in those organisations which are much formalized
structured place to work. Procedures govern what people do.
Market Culture: This type of culture is visible in those organisations which are results oriented
organisations whose major concern is with getting the job done.
Refreezing: Refreezing is the third of Lewin's change transition stages, where people are taken
from a state of being in transition and moved to a stable and productive state.
Unfreezing: Unfreezing is the first of Lewin's change transition stages, where people are taken
from a state of being unready to change to being ready and willing to make the first step.

No comments:

Post a Comment