Managing Organizational Culture

MANAGING ORGANIZATIONAL CULTURE

Table of Contents
1. Introduction 2
2. Literature Review 2
2.1. Organization Structure 2
2.2. Organization Culture 3
2.3. Trompenaars’ Framework 4
3. Research Design 5
4. Case Study 5
4.1. Identification 5
4.2. Company Profiles 6
5. Discussion and Analysis 6
6. Conclusion 8
References 10
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1. Introduction
Organizational culture has become one of the defining elements of an institution that
makes it different and unique from all the other contemporary organizations. Every
organization shares its own personalized understanding of professional values,
beliefs, ethics, and therefore, enjoys a particular environment, which upholds and
reflects the same (Willar, Trigunarsyah and Coffey 2016). The way of interaction
amongst the process levels of an organization—be it employee-employee or
employee-employer, depends heavily on the work culture of the organization.
Organizational culture guides the actions and performance of a Company— starting
from regular production processes, decision-making, promotion and sale.
Emphasizing on the organizational culture of a Company is of utmost importance in
order to assure smooth flow of work, high efficiency of employees and reduced
technical chaos.
Since, the employees of an organization constitute the most important and relevant
resources for production, it is extremely important to establish an easy and
transparent communication system with them. One of the crucial responsibilities of
entrepreneurs is to successfully communicate the duties to their employees—or what
is expected of them. Not only that, in order to keep up the established
communication, it is important to make the conversation a two-way process—that is,
allow the employees to reflect their ideas and opinions (Ramdhani, Ramdhani and
Ainissyifa 2017). A good rapport can be established with the employees only with
sufficient knowledge about their cultures and beliefs.
2. Literature Review
Organization Structure
According to (Bird and Mendenhall 2016), the structure of an organization reflects
the essence of its culture by portraying the modes and methods of achieving
objectives. Organizational structure particularly refers to the organization’s design,
based on which it performs on a daily basis. The centralization or de-centralization of
power in an organization defines their medium of fulfilling organizational aims and
objectives (D’Innocenzo, Mathieu and Kukenberger 2016. The arrangement of the
roles, positions and responsibilities in an organization direct towards their outlook of
information flow. For example, in a centralized power structure, most vital decision-
making responsibilities would be preserved for the central unit of the organization,
which works as the most powerful unit.
Organization Culture
According to (Kryscynski and Ulrich 2015), with rapid globalization, industrial boom
and advent of free market, employees have gained high mobility all over the world.
Individuals from various different cultures, backgrounds and ethnicities are moving
great geographical distances and boundaries in search of pertinent jobs. Similarly,
organizations now have the luxury to hire skilled and talented employees,
appropriate for the required position, from all over the world. This induces a huge
cultural shift, as major chunks of individuals are cross-connecting and networking
across the geography of the world, along with their cultures, values and beliefs.
Therefore, focusing on an organization’s culture is vital in the process of peaceful co-
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