Post-Bureaucratic Management and Organizational Culture

This assignment delves into the complexities of managing cultures within a post-bureaucratic framework. It contrasts traditional bureaucratic structures with the flatter, more decentralized models of post-bureaucratic organizations. The assignment emphasizes the importance of embracing diversity and implementing strategies like the Competing Values Framework and OCAI to foster a positive and inclusive organizational culture. It also highlights the impact of economic conditions on organizational culture and the need for adaptability in a globalized business environment.

Running head: GLOBALISATION
Globalisation
Practices of managing culture contribute to managing globalisation with the advance of post-
bureaucratic approaches
Student’s name:
Name of the university:
Author’s note:

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Part 1
Introduction
The post-bureaucratic organisation is a hybrid form of organisation that provides more
emphasis on intrinsic difficulties that are associated in the refurbishment of complex
organisations (Clegg et al. 2015). In the previous time of the post-industrial revolution, new
technologies, key industries and machines were introduced into the organisation. That time, the
definition of organisations can be defined as people, knowledge, technology and objects. The
organisations are shaped by its actions its take and hierarchy structure was the systematic
arrangement of command and control. The responsibilities of the employees are defined by the
responsibilities, roles and actions that could unfold the future actions. In this essay, managing
culture within the organisation at post-bureaucratic era will be discussed with instances from the
practices. Furthermore, the thesis statement of the essay is to take the standpoint that culture can
influence the organisational work in the post-bureaucratic era. In the first part of the essay,
managing culture in the workplace in post-bureaucratic organisational structure will be
explained. In the following part, a different perspective of culture within the workplace will be
discussed. In the next part of the essay, the industrial and organisational psychology of the
employees in building ethical culture will be discussed in light of corruption and labour law.
Above all, in this essay, the corporate culture in the post-bureaucratic ear is the main focus.
Importance of organisational culture in post-bureaucratic structure of the organisations
As stated by Jones and George (2015), Max Weber describes bureaucracy in observing
the Prussian army and industrialisation that can describe ideal organisations in light of rational-
legal bureaucracy. Moreover, bureaucracy is an organisational form that creates hierarchy of

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differentiated knowledge in which disciplines must be managed not in a hierarchical manner but
in a parallel manner. In the design of the organisation, the organisation must be operated in the
system of responsibilities and decision making. On the other side, according to Barker (2013),
bureaucratic approaches to management have always ignored the culture of the organisation. In
Max Weber bureaucratic approach was supported in scientific management by Taylor in which it
is mentioned that organisation in previous time did not provide explicit focus on maintaining a
culture of the organisation. During the bureaucratic ear, it was noticed that organisational
management mainly focused on utilitarian monoculture that mainly focuses on increasing
productivity. In bureaucratic era, it was ensured that productivity of employees must follow
employees' compliance that led to the profitability of the organisation (Barak 2016). Before,
post bureaucracy era, it was seen that humans made contributions to create components with
large machines through maintaining rules, efficiency and optimisation. In this era, information
got silos, inefficiency was there in organisational structure and cumbersome chains of command
were obvious.
In post-bureaucratic economy, organisations can toy with the creative structure as hybrid
structure, temporary workforce, flat organisational structure, gig economy and freelancers. In the
recent development of post-bureaucratic era, the organisations mainly focus on culture within the
workplace as, after globalisation, the culture of the organisations drastically changed. As opined
by Rice (2015), bureaucratic era started the concept of ‘power position' and in the post-
bureaucratic era, this concept changed to ‘participative leadership'. From bureaucratic to post-
bureaucratic, there has been undeniable organisational alteration taken place seemingly in
traditional controlling, particularly in managing organisational culture. In a post-bureaucratic era,
management is focusing mainly on beliefs, values and norms of an organisation that are related

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to the organisational culture (Kirton and Greene 2015). In this era, more contemporary methods
and dominative practices have been made that can differ the approaches of the organisations.
Different organisations focus on different values with different aspects that make up
organisational culture. In recent time, most of the large organisations comprise employees from
various backgrounds with multi-ethnic groups. Managing this diverse cultural person needs
communication and it can attract strong cultures, hold people that provide rewards the employees
to achieve goals. After globalisation, cultural competency refers the ability to interact people
who come from different backgrounds (Innocent et al. 2017). In some of the firms, power is
vested in a few people who take the decisions. Organisations can follow teamwork, target and
solve the issues through task culture. In case, employees feel that they are more important in the
workplace, then, person culture is followed in the organisation. Lastly, role culture is related to
the employees are delegated responsibilities and roles according to the specialisation (Sturdy et
al. 2016). Knowledge, beliefs and values of equality in the workplace are needed to all that can
provide skills to the employees to require component in working on cultural competence.
Building ethical culture in post-bureaucratic era
In the age of modern period, most of the private and public organisations adopt different
operations that can be guided by the philosophy of the organisations. In managing ethical culture,
the success of the organisation is solely responsible for maintaining team-culture. The team-
centred approach is helpful for the organisation in maintaining an ethical culture. The team
leaders must have knowledge in recognising benefits of informal and individual empowerment
(Dischner 2015). Empowerment is popular topic and in this word, most of the management and
consultants have focused. The main aim of the empowerment of the employees is the self-
management and employee productivity. There is a concept that employee behaviour can assist

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an organisation to achieve the objectives of the organisation. In the post-bureaucratic structure of
the organisation, ethical culture is followed and most of the large organisations are unequivocal
about this ethical culture. However, as opined by Nistoskaya and Cingolani (2015), non-
management concept defines empowerment as the notion of oppression and powerlessness. In
addition, corporate culture is somehow the shared beliefs of the managers about managing
workplace and culture within the workplace. Ethical culture concept is about tone at the top that
means ethical leadership in the organisation (Moran et al. 2014). Creating ethical environment is
not easy and leaders can create standard behaviour that must be part of the code of ethics. In this
regard, managers or leaders in post-bureaucratic era influence the employees to respond mainly
to ethical challenges. After globalisation, leadership concept is judged as ethical leader and
leaders are perceived as trustworthy and staffs' trust can be increased through this. Moreover, in
order to improve the ethical culture within the workplace, it is needed to establish clear policies
with the code of ethics. According to Igo (2016), in the post-bureaucratic era, top levels staffs
need to oversee the compliance ethical policies within organisations. In addition, some of the
large organisations engage ethics training programmes in order to instil ethical act of the
employees.
HRM contribution to managing globalisation in post-bureaucratic era
Post-bureaucratic era changed the concept of human resource management. In this era,
focus mainly put into women in the workplace and another is employment in abroad. Moreover,
HRM practices in globalisation, working age and issues for disabled people in working have
brought significant changes in the workplace. Human resource management has significant
power in order to bring the change and manage the culture of the workplace in this competitive
age. However, it is needed that in the time of globalisation, the structure of the organisation has

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been shifting in changes and HRM practices want to make organisation as evolving and fluid
dynamic network. (Heck and Mercoulides 2013) supported this by saying managing corporate
culture in post-bureaucratic time has become popular and IRS Employment Trends in the year
2000 proved that many of the large and middle scale organisations went to international cultural
change. It was seen during the post-bureaucratic era, personal influence; trust in employee
relationship and importance of individuality grew rapidly. In the post-bureaucratic era, view of
the job has changed dramatically as this era has introduced mix-full-time, freelancing, casual
employees and contract basis work. HRM practices. Meaningful discussion is needed in strategic
planning by the management of the organisation in order to get the industry knowledge and
strategic orientation in globalisation period. HR function has been going through changes after
restructuring the organisation. The developing strategies of the HRM have been focussed mainly
in corporate culture. Human resources should not be treated discriminatory and organisational
change must bring technological supremacy. Organisational leaders must impact on culture and
leaders can find out strengths and weaknesses of the culture. Corporate culture has the
relationship with performance management as it can articulate the expectation of the employees
and it is related to the feedback mechanism (Moran et al. 2014). Pay system, reward and
compensation can motivate employees and motivated human resources can impact on corporate
culture in striving for betterment.
Conclusion
The post-bureaucratic era has led to the vast change in human resource practices and
brought the acceleration in work process through technology. In the workplace, the significant
changes have come in a culture of work. In post-bureaucratic time, an influence of organisational
culture is two-folds, directly through the principles of the organisation and indirectly, behaviour

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of the employees. In a previous time, a strict work time was there for the employees and the
hierarchical structure was followed by the management. However, in recent time, flexible
working hours, work from home culture and gig economy has altered the scenario. In social
conscious literature, organisational culture can impact on the delivering the services and
products. The subsystem of organisation mission brings the culture and managing culture is
important since the setting of values of the organisation. In today's organisations, there are four
components in managing culture; the first one is about awareness of the different people that
work within the workplace. Attitude to cultural biases should be controlled and organisations can
provide training or courses to people to change attitude towards multiethnic people. Corporate
values set the sense of organisational ethics and it is related to the competitiveness of the
organisation. In the workplace, there are various employees who come from different
background and multi-ethnic group in the workplace brings diversity.

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Reference List
Barak, M.E.M., 2016. Managing diversity: Toward a globally inclusive workplace. London:
Sage Publications.
Barker, J. R., 2013, Tightening the Iron Cage: Concertive Control in Self-Managing Teams,
Administrative Science Quarterly, vol. 38, no. 3, pp. 408-437
Clegg, S.R., Kornberger, M. and Pitsis, T., 2015. Managing and organizations: An introduction
to theory and practice. London: Sage.
Dischner, S., 2015. Organizational structure, organizational form, and counterproductive work
behaviour: A competitive test of the bureaucratic and post-bureaucratic views. Scandinavian
Journal of Management, vol. 31, no. 4, pp.501-514.
Heck, R.H and Mercoulides, G.A. 2013: Organisational culture and performance: Proposing and
testing a model. Organisation Science, vol. 4, no.2, pp. 209–25.
Igo, T. 2016, Diagnosing the organizational culture of an Australian engineering consultancy
using the competing values framework, vol. 1, no. 1, pp.121-139
Innocenti, L., Sammarra, A. and Profili, S., 2017. From Control to Commitment Work Systems:
The Role of HRM in the Post-Bureaucratic Transition. In Evolution of the Post-Bureaucratic
Organization. Vol.2, no. 4, pp. 274-296.
Jones, G. and George, J., 2015. Contemporary management. New Jersey: McGraw-Hill Higher
Education.

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Kirton, G. and Greene, A.M., 2015. The dynamics of managing diversity: A critical approach.
Abingdon: Routledge.
Moran, R.T., Abramson, N.R. and Moran, S.V., 2014. Managing cultural differences. Abingdon:
Routledge.
Nistotskaya, M. and Cingolani, L., 2015. Bureaucratic structure, regulatory quality, and
entrepreneurship in a comparative perspective: Cross-sectional and panel data evidence. Journal
of Public Administration Research and Theory, vol. 26, no. 3, pp.519-534.
Rice, M.F., 2015. Diversity and public administration. ME Sharpe.
Sturdy, A., Wright, C. and Wylie, N., 2016. Managers as consultants: The hybridity and tensions
of neo-bureaucratic management. Organization, vol. 23, no. 2, pp.184-205.

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Part 2: Reflective response to tutor’s feedbacks
In assignment 1, our group essay topic was based on managing cultures in post-
bureaucratic management approach. In the first section, we wrote about tall hierarchical structure
that was followed in bureaucratic management and about autocratic leadership. Max Weber’s
concept of managerial concept has been described in the previous time. After tutor checked the
assignment 1, he asked to add about bureaucratic management before we mentioned about post
bureaucratic management structure. In post-bureaucratic management, there have been changes
in organisational structure and the organisations are following flat structure. In post-bureaucratic
management structure, employees become motivated and empowered. Tutor praised us for
mentioning two methods in managing culture, competing value frameworks and OCAI methods.
Tutor told us to add about immediate actions that should be taken by the organisation in
maintaining cultural diversity. Moreover, tutor asked us to provide some examples of
organisation how they have maintained the organisational culture. In middle part of the
assignment, tutor asked us to write about changes that have come through post-bureaucratic
management. Moreover, we followed tutor’s comments and mainly followed the link between
economic status and company’s culture. Managing diversity is complex work and organisation
should follow and embrace dynamic changes in globalised industry.