The impact of organisational culture

You won't believe these 10 facts about people When observing the impact of organizational cultureresearchers have proposed that culture seems to reverberate down to the micro-level of organizations. If a company is pervaded with an adverse culture and employees are not matched to the organizational culture, this seems to result in dissatisfaction on the job and inefficient performance. A positive organizational culture engenders both direct and indirect advantages related to organizational performance.

The impact of organisational culture

They also need to analyse information to understand its significance and to communicate it to those who need to act on it.

Effective knowledge management can give the organisation a competitive advantage. Managers have to be sensitive to the culture around them. Every day managers are required to make decisions. Unless they have relevant and accurate information about the environment in which they are operating, these decisions are probably based on guesswork and intuition.

There is a place for intuition in management, but it does not replace adequate and timely information.

Organisational culture

In the past, managers were able to assess their information needs based on their previous experience, but with the rapid changes in business in recent times, this is no longer the case. There are limits on the types of information that can be collected and there are ways of collecting information which are illegal or unethical.

The impact of organisational culture

There are basically two kinds of information a manager needs; information for the short-term operational information and information which relates to longer-term plan strategic information. There are various information-gathering frameworks which help organisations identify the key issues and compile and analyse the critical data that they need.

An organisation which conducts a SWOT analysis gathers and analyses a variety of information from a range sources and tries to identify: The Balanced Scorecard is a system developed by Kaplan and Norton This evaluation system uses four sets of measures: Probably the most general framework used to guide the collection and analysis of information, however, is the stakeholder model of organisations which we examined in Topic 1.

The purpose of the organisation is to provide value to each of these stakeholders, so it must understand the situation, needs and preferences of each group. Part of their job has to be the search for relevant information for the organisation—not just information for their own needs, but for others in the organisation who do not have the same access to the outside world.

Knowing what is going on in the external environment is only part of the picture. Managers need to also have a deep knowledge of what is occurring in their own organisations. The first requirement is to understand the people who work in the organisation—what their skills are, what motivates them, what their attitudes to work and the organisation are, what their values are and what cultural norms they observe.

It is difficult to manage staff without knowing them. It is also a key management objective to retain the workforce, its special knowledge and experience.

Every organisation has processes. These are the formalised task sequences used to carry out routine functions. Without processes, you do not have an organisation, but a collection of individuals.

The efficiency and effectiveness of any organisation is largely determined by the way their processes operate. Virtually any process can be improved and programs such as total quality management and benchmarking are aimed at process improvement.

The impact of organisational culture

Unless you know what these processes are, you will have no idea how to implement the required changes. A great advantage of the quality standard ISO is that it requires organisations to document and measure their processes.

Improve Organizational Culture: 10 Quick Tips for a Better Company Culture

The capabilities of an organisation result from the performance of various organisational processes, the knowledge, skills and experience of staff and associated groups e. It is these areas which give the organisation its competitive advantage. The idea is that other activities - those not critical and where the organisation does not have special expertise - can be outsourced to specialist contractors.

There are four stages in converting information into knowledge which can guide actions. Assess the information and decide if it is useful or not 2. Combine information with other related information 3. Analyse the combined information to see what it implies for the organisation 4.

Pass the analysis to someone who is in a position to act upon it. The first stage—deciding if information is useful—is a critical one. The next step is filtering, to discard as much information as possible so that a manageable portion remains.

Finally, as a part of the assessment stage, evaluate the reliability and accuracy of the information. Combining information depends on having access to a range of information across the organisation.Nov 21,  · Determining the impact of organizational culture sometimes succumbs to the same conundrums.

The main challenge is the lack of definitive research that conclusively demonstrates positive and negative attribution to organizational culture.

Despite this, research does highlight some important correlations between culture and performance. Sep 25,  · Topic: Organisational culture Our work on NHS culture, compassionate and collective leadership and change management.

From the beginning of time, human behaviour has remained very predictable. One of the most predictable aspects of human behaviour is that tension and conflict inevitably arise when two or more people are required to work together to achieve an outcome.

That is a good thing. Tension and conflict are necessary conditions to achieve a [ ]. An amount that has to be paid or given up in order to get something..

In business, cost is usually a monetary valuation of (1) effort, (2) material, (3) resources, (4) time and utilities consumed, (5) risks incurred, and (6) opportunity forgone in production and delivery of a good or service.

Organization - Wikipedia

All expenses are costs, but not all costs (such as those incurred in . The Business Culture Awards gives forward-thinking organisations a way to celebrate work which sets up their employees to succeed. manner. The normative glue based upon organization culture helps in holding overall management effectiveness.(Tichy ).

The concept of effective organization culture helps in improving business decisions. The survival of culture in an organization lies upon national and foreign culture differentiation in culture management.

Understanding the Organisational Environment and Culture | Lev Lafayette