Managing Organizational Culture

Human Resources

Managing Organisational Culture

The values and behaviors that contribute to the unique social and psychological environment of an organization make up the organizations culture. Organizational culture is the summation total of an organization's past and current suppositions, incidents, viewpoint, and values that hold it together, and is articulated in its self-image, inner workings, connections with the outside world, and future prospects.

In dealing with the management of organisational culture, it is firstly essential to recognize as fully as possible the characteristics of the existing or new target culture to include the myths, symbols, rituals, values and assumptions that strengthen the culture. Organisational culture is not something that can be viewed very easily it is consequently quite hard to replace it. Usually when certain leaders form a company, their values are converted into the actions of the members of that organisation. When other leaders take over, it may not be as easy to alter those perspectives right away. Sometimes some of their actions; like rewards may transform the ways workers go about their day-to-day activities but it may be hard to change their culture.

Companies that wish to manage cultures should encourage participation of other members of the organisation in the development activities, decision making and input to the organisation. This will make the workers feel as though they are valuable members of the organisation and they will be motivated to work harder. Lastly, the company should go out of its way to facilitate better communication between members of the organisation. This can be achieved through teamwork integration. It will go a long way in maintaining systems that help the company to stay ahead of its competitors.

Aims - Objectives

The purpose of this paper is to define culture management is and its conceptual underpinnings and then look to see how cultural management is important to the successes of a company. The different approaches to implementing culture management in practice will be looked at and practical ways of implementing culture management will also be discussed. Strategies for using HRM to improve company culture will be discussed in the UK, China and India in order to determine how HRM can be used to make the transition from doing business in the UK to doing business in China and India.

Table of Contents

Executive Summary

Aims - Objectives