Topic
Organizational culture
About: Organizational culture is a research topic. Over the lifetime, 31507 publications have been published within this topic receiving 926787 citations. The topic is also known as: corporate culture & organisational culture.
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192 citations
TL;DR: The types of cultures that exist and manager characteristics that are essential to facilitating a healthy workplace are described and four critical components of culture are discussed, as is the role of managers in turning these into positive cultural traits.
Abstract: Aim The present study addresses the importance of the manager’s role in the development and maintenance of organizational culture. It describes the types of cultures that exist and manager characteristics that are essential to facilitating a healthy workplace. Background While many managers do not deny the importance of organizational culture in employee satisfaction, few fail to realize the direct impact they have in shaping it. It is oftentimes believed that cultures are predetermined; however, this is a false assumption. It is crucial that managers at all levels are aware of their roles and responsibilities in upholding positive workplace environments that can increase employee satisfaction. Dissatisfaction is the major cause of turnover and can have detrimental cost and environmental effects on the agency. Evaluation Four critical components of culture (i.e. trust and trustworthiness, empowerment and delegation, consistency and mentorship) are discussed, as is the role of managers in turning these into positive cultural traits. The viewpoints of several authors, such as Stephen Covey, Mark McCormack and Charles Handy, are explored in relation to the development of organizational culture. Additional theories ‐ Kanter’s Theory of Organizational Empowerment, Locke’s Goal-setting Theory and the Social Exchange Theory ‐ supplement these viewpoints. Conclusions Managers are always under the magnifying glass, with each action carefully scrutinized by subordinates. They must exercise caution when making decisions, ensuring that fairness and equitability exists among staff, and that ethical standards are upheld on a continual basis. The four cultural components, viewed as managerial traits of trust and trustworthiness, empowerment, consistency and mentorship coexist at all times regardless of the type of culture. Managers must put support systems and other mechanisms into place that allow employees the opportunity to empower themselves and to flourish, thus increasing their own effectiveness as well as that of the organization.
192 citations
TL;DR: In this article, the authors describe and analyse organisational culture interventions in four companies within a single industry and present an analysis of interventions in the hospitality industry and delineates four insights from this sector that are pertinent to the theory and practice of managing cultural change.
Abstract: Despite the widespread criticism of the culture management approach by respected academics, recent surveys indicate that managers are continuing to engage in planned cultural interventions. Indeed, reports demonstrate that managing organisational culture is one of the most popular forms of managerial intervention, with one survey concluding that over 90 per cent of organisations engage in planned cultural change. This study describes and analyses organisational culture interventions in four companies within a single industry. It argues that the conceptualisation of organisational culture and culture change should be differentiated in ways that recognise the significance of contextual factors. It presents an analysis of interventions in the hospitality industry and delineates four insights from this sector that are pertinent to the theory and practice of managing cultural change.
192 citations
TL;DR: In this paper, the authors investigated whether project management maturity relates to perceived organizational performance and how an organization's cultural orientation is a contributing factor, and found that cultural orientation was a significant factor in perceived performance.
Abstract: This study investigates whether project management maturity (PMM) relates to perceived organizational performance and how an organization's cultural orientation is a contributing factor. Perceived ...
192 citations
TL;DR: The authors conducted an empirical investigation into the relationship between the organisational culture, climate, and managerial values of a large Australian public sector agency and found that levels of culture within this particular organisation are at variance with those reported by Hofstede from his Australian data.
Abstract: This paper begins with a comprehensive review of the management literature on culture, and demonstrates close parallels with research and writings on organisational climate and values. The paper then reports the findings from an empirical investigation into the relationship between the organisational culture, climate, and managerial values of a large Australian public sector agency. The relative strengths of four dimensions of culture in this organisation were measured using Hofstede’s instrument. Added to this were items from a questionnaire developed by Ryder and Southey, derived from the Jones and James instrument measuring psychological climate and providing scores across six specific dimensions of organisational climate. Measures of managerial values, drawn from a questionnaire by Flowers and Hughes, were also incorporated. Results show that levels of culture within this particular organisation are at variance with those reported by Hofstede from his Australian data. Findings indicate a strong link between specific organisational climate items and a number of managerial values dimensions. Additional relationships between particular dimensions of culture, climate and managerial values are also reported. From this, a hypothesised, predictive model of linkages between the constructs is presented.
192 citations