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Organizational Culture : PDF

   

Added on  2020-12-24

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Organisational Culture

Table of ContentsPART A .........................................................................................................................................3PART B............................................................................................................................................8CONCLUSION................................................................................................................................9REFERENCES..............................................................................................................................10

PART A INTRODUCTIONOrganizational culture involves experiences, expectations, philosophy, and values thatdirects member's behaviour which is expressed in self-image, interactions and inner workingswith the outer world. Shared attitude, written, unwritten rules, customs are developed with timeand are considered valid. It also includes organization's norms, vision, systems, assumptions andbeliefs (Carlos Pinho, Paula Rodrigues & Dibb, 2014). Organizational culture of Rio Tinto iscreated by workplace culture. Further, the relationship between culture and leadership is not one-sided. There are various components of strong organisational culture. These are described below:1.Leadership: Leaders are essential role models for company's culture and they authoriseemployees to take ownership. It gets stronger when everyone actively participates indriving the culture. Leadership tones and shapes the way organisational culture would bewithin organisation. If they won't spend time in maintaining time and invest in it then itwill be meaningless and employees will also not believe in them.2.Communication: Transparent and clear communication is significant in building culturewhich people can trust completely. It is important to communicate openly and beingupfront so that reasons for conveying messages could be conveyed properly amongsuperiors and employees.3.Listening: By holding focus groups and companies should know likes and dislikes ofemployees. Meaningful improvements could be made through proper listening whichcould help in building trust more promptly.4.Commitment: Cultural element also strengthen up business (Fu & et.al. 2015). It requiresinvariant attention that ensures success. Every business plan goes with prior commitmentand set goals, tactics which holds themselves accountable. 5.Hire for culture fit and core values: Hiring employees is an option to determine whetherjob is correctly fit for the candidate or not. Anything which is consideredmisrepresentation should be avoided. In long run if there would be negative effect thencandidate's trust will be broken. Culture-related questions should be incorporated through-out interview process.Leadership in Multicultural Organisation

Leaders must know how to deal with cultural differences as the world is coming closerdue to evolution of information technology. Team in Rio Tinto consist of people from disparateareas with various educational and cultural backgrounds. Experiences make more adaptive tocultural changes. There are various ways to lead in multicultural organisation:Cultural gaps: Leaders should know cultural gaps of team. For example: in some parts of theworld it is not appropriate to shake hands with opposite sex, therefore they like conversingmostly with local culture.Language barriers: Some language barrier could affect communication (Banerjee & Srivastava,2017). For example: English is widely spoken by everyone but some people find it difficult soleaders should be patient listener and speaker for clear understanding.Adaptation to the local culture: Successful leader blends towards universal principles of efficientleadership with multicultural mind set. Managers require flexibility to respond positively in orderto succeed in global business. They should be open to their opinions and ideas with loweremployees.Team Coordination and cooperation: There should be proper work in spite of any culturaldifferences and cooperate to attain desired results. They could ask their team members who arenot good due to cultural barriers with the goal of improving team relations and reducing tension.Corporate vision: Leader or manager must set up goal and ethical business practices for culturalcompliance. They accommodate various cultural backgrounds and company morale may call forflexibility. Hofstede's cultural dimension theory can be applied on Rio Tinto organisation thatillustrates effect of society on culture on the values of its members. It has some dimensions alongwhich cultural values could be analysed: Power distance Index: According to this dimension, lower degree of index says that peoplemust question superior level and attempt to distribute power (Minkov, 2018). Inequality andstrength both are perceived from lower levels. Individualism vs. collectivism (IDV): This indicates to strength of integration of people withinsociety. Loose connections refer to high IDV. There would be strong cohesion in group if there islow IDV. People would be more responsible and larger groups will be formed. Rio Tinto shouldhave low score by emphasizing on benefits to the community.

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