Organisational Culture, Objectives, and Effectiveness: A Report

This report provides a comprehensive analysis of organisational culture, exploring its definition, contributors, and its crucial role in achieving organisational objectives. It delves into the relationship between organisational culture and various elements such as structure and strategy, highlighting why culture is paramount in contemporary business environments. The report examines different types of organisational cultures, evaluating their respective advantages and disadvantages concerning organisational effectiveness. Furthermore, it discusses practical strategies and practices that organisations can implement to cultivate their desired cultural environment, ensuring alignment with their strategic goals and fostering a thriving workplace. This report is a valuable resource for understanding and managing organisational culture effectively.

Running Head: MANAGEMENT 0
Applied management theory

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Table of Contents
Introduction................................................................................................................................2
Concept of organisational culture..............................................................................................2
Contributors to organisational culture........................................................................................2
Organisations culture and it's capacity to meet its objectives....................................................4
Relationship between organisational elements and the organisation’s culture..........................4
Importance of organisation culture for modern organisation.....................................................5
Types of culture and their advantages and disadvantages to organisational effectiveness........6
Organisation practices to build the culture they desire..............................................................7
Conclusion..................................................................................................................................8
References..................................................................................................................................9

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Introduction
This report outlines various approaches of organisational culture and how it helps in
achieving organisation goals. It also showcases importance of organisation culture for
contemporary businesses and what are the different types of culture leads to promoting
organisational; effectiveness.
Concept of organisational culture
In most simple explanation, organisation culture is the composite effect and sharing of
assumptions, beliefs, values and behaviour within one enterprise to clearly deliver the
effective functionality of any businesses. Organisational culture definitely is a new concept,
however, its root and existence exist since traditional times. In earlier times, it was not
considered as an important aspect in companies considering its functionality. However, in
recent times, success of any organisation highly depends upon the effective organisational
culture. With regards to this, the application of the cultural perspective to the study of
organisation, irrespective of being extremely varied and plural includes a highlight of
important elements with diverse levels of visibility sharing by the individuals of the
organisation and shared to new members with learning in time (Tuan, 2010).
Furthermore, organisation culture directs the freedom of involvement in managerial decision
making. A robust culture develops a great influence on individuals of organisation and makes
committed employees by reporting rich cultural beliefs and values. Adobe can be taken as
lead example that offers employee tough projects and then provides the support and trust to
assist them meet those challenges effectively (Hattangadi, 2019). In addition, Adobe is a
culture that evades interfering in support of trusting personnel to do their best.
Contributors to organisational culture
An organisation culture is shaped like the business faces internal and external challenges and
gains understanding how to deal with them. Those respective values are retained when the
organisation ways of doing business offer a successful adaption to environmental barriers and
ensure success. Some of the key contributors to organisational culture include founder’s
value and preference, industry demands, goals, early values and assumptions, reward

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structure, new employee onboarding and attraction – selection and attrition (Burnett and
Huisman, 2010).
Founder value becomes part of the organisation culture to the degree they benefit the
corporate be successful. They provide a competitive advantage while these value retained as
part of the organisation culture and were show direction to new members about the right way
to do business. The next significant contributor i.e. industry demands and characteristics act
as a force to form likenesses amid organisational cultures. The industry impact over culture is
also significant to understand as it states that it may not be possible to imitate the organisation
culture in a different sector even though it may appear commendable to outsiders.
Organisation culture is maintained with the process known as ASA (Attraction-Selection-
Attrition). In relation to ASA process, individuals share its core value and considering other
side, individuals who are different in core values will not be included from the business either
during the recruitment process or later through naturally occurring turnover. Hence,
organizational culture will highlight as self-defending practice embedding various attributes
and values within the corporation. Onboarding is one another contributor to organisational
culture which can be stated as the process by which new employees learn the attitudes,
knowledge, behaviour and skills to operate effectively in an enterprise (Yang, 2008). With
align to this, organisations may also require to design various programs carefully to raise
their chance of success.
Another significant contributor is leadership where Yang (2008) defined a direct
correspondence amid organisational culture and leader’s style. The organisation culture
becomes more harmonic and supportive during the practice of motivation to employees by
the leader. Finally, the last significant contributor, i.e. reward systems used in the
organisation where some organisation have reward systems that embrace over intangible
constituents of performance and in these organisations, senior managers and colleague may
measure performance of employee by evaluating the individual behaviour and results. Hence,
in such organisations, one can expect a culture that is relatively individual or group orated
and staff act as part of the family. Considering all, these are various significant contributors
to the organisation culture in the dynamic business environment.

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Organisations culture and it's capacity to meet its
objectives
According to Marcu (2016), organisation culture has the ability to successfully acheive goals
with aligning business objectives while engaging employees to devise necessary methods for
reaching to those objectives. Marcu (2016) also defined organisational culture as the compose
framework makes staffs more likely to thrive in attaining those goals.
The first important aspect is involvement where involved employees are known to be
committed employees and organisation culture can be promoted and reinforced by allocating
personnel to teams that benefit set objectives. Organisation wide conventions either
physically or virtually will also make feel to the employees a sense of belonging as this will
leads them to link their individual goal to the organisational goal while performing better.
The next aspect that link organisational culture with its capacity to attain the objectives
includes consistency where a reliable culture of shared goals can make the organisation
culture more forward like example, if ones put efforts in encouraging a culture of
collaboration, yet provides bonuses to members rather than groups, one many be functioning
against the set goals of raising sales via team effort (Wong, Tseng and Tan, 2014).
Adaptability in organisational culture also defines the company ability to attain its objectives
and when an organisation develop a goal of adapting to changing consumer requirements, one
must emphasise on building the culture where innovation gets recognised and rewarded. This
will further provide an organisation a competitive edge over its competitors and also ensure
that each and every employee gets motivated and effectively adapt change. At last, shared
mission is also an important aspect where employees and management must know the
mission to point out the means that can use mission to aid them work towards ultimate goals
(Wong, Tseng and Tan, 2014). Hence, organisational culture is composed framework beliefs
where it goes a long way in creating the brand image while achieving necessary business
decisions and objectives over time.
Relationship between organisation’s culture and
organisational elements

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Organisation that remains flexible is more likely to embrace changes and develop an
environment that remains communicative and flexible. Various organisational elements such
as structure, strategy, process, technology and HR have a direct relationship that welcomes
cultural diversity while clarifying strategy implementation (Duffield and Whitty, 2015).
These elements align with culture to serve various purposes including to unify members
within an enterprise and help to develop a set of common norms within a company required
to be followed by all.
It is also important to note that all these elements are interrelated and underpinning culture,
strategy and effectiveness to form shared value that is known to be a pinnacle in any of the
corporations and plays an important role while identifying gap in business areas to improve
performance. The adaptability culture is characterised by strategic focus on the external
environment with including changing consumer needs. Clarke et al (2017) also said that the
structure is a framework for the culture to be applied, while the culture dictates how an
organisation should be structured. The relation of such elements and organisational culture
can effectively by this example wherein 2014, it was announced by Satya Nadella that
Microsoft Windows monopoly was under attack and that the company needed to function
more effectively. The aim of Nadella is to decrease the amount of energy and time required to
get things accomplished in the engineering area. The cultural change needed decreasing the
number of staff involved in making decisions and therefore, making each individual more
responsible. Such shift has been changing Microsoft culture. At last, it is the responsibility of
leader to identify how the culture supports and hinders those shifts and then to drive the
necessary transformation.
Importance of organisation culture for modern
organisation
Organisation culture has always been important, however, in past few years, it is really
becoming even more significant as the modern workplace endures to evolve in the dynamic
business surroundings. The first important of organisation culture can be understood in terms
of identity where for starters, culture adds to the identity and values of the organisation. For
instance, if the organisation culture is one that lists setting and attaining goals, the staffs in
the organisation will be more possibly to set and attain goals of their own. Management can

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find it effective to set and sustain the direction of the personnel as, without it, it is challenging
to retain organisation value coherent (Marwah, 2016).
With regards to this, a strong organisation culture also appeals improved talent and more
significantly, holds the talent. Personnel will pursue to be with the corporation for long term
when they feel more belongingness from the corporation and this means lower turnover and
better coordination among teams (Marwah, 2016). At last, it will save huge cost for the
company and help them to diversify that fund into research and development. Organisation
culture also adds to organisation identity and it also depends upon the demographic of target
that could be a key advantage for consumer loyalty and sales. Taking an example of Bosch,
the organisation is known for its high retention culture and providing various opportunities to
the people under diverse organisational structure. It was identified that Bosch offers its
390,000 personnel have the prospect to work through diverse functional extents, sector and
organizational structures (Carmody, 2017).
Forms of culture and their benefits and drawback to
organisational effectiveness
Different types of organisational culture have different key variables and Sravanthi and
Ramana (2016) stated four basic types of organizational culture. It includes bureaucratic,
competitive, community and entrepreneurial culture. The bureaucratic culture is well-defined,
formal and structured work environment that relies on authority, procedures and hierarchy to
keep the organisation efficiently. The benefit of this culture is in terms of accountability, job
security and offers individual to equal to succeed. On the other hand, there are several
drawbacks too such as reduced innovation and productivity, deprived financial management,
reduced personnel morale, reduced autonomy for employee. While bureaucratic culture can
help in stabilising an organisation, the structure does not necessarily empower its employees
and this creates big issues.
In community culture, employees are provided with friendly environment and there is high
level of teamwork and involvement. The benefit of this type of culture is higher collaboration
and team spirit among team members. However, the drawback also includes higher cost for
management to facilitate informational relationship as well lesser control in comparison to
other sorts of culture. In competitive culture, there is prevalent consumer-focused and goal
oriented approach while the environment is competitive and challenging. It brings out high

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performance to the organisation as employees know that high performers will be rewarded
and therefore, everyone constantly undertakes various practices to achieve the corporate goal
priory. However, the drawbacks here includes less employee collaboration and initiative
which can cause issue in internal environment of the organisation. At last, in entrepreneurial
culture, individual initiatives and creativity are encouraged which enable organisation and
employees to explore new ways to solve problems. However, roles are not at all times
explicitly defined in this culture type. Sravanthi and Ramana (2016) stated that there is no
one best culture and the top shape to your culture rest on on the corporate and its objectives
and what necessary is that culture and corporate strategies are associated effectively.
Organisation practices to develop the culture they
desire
There are many ways in which companies can effectively introduce necessary practices into
their organisations to develop the corporate culture they wish with the paradigm where the
management explore both vision and mission of the enterprise and sets a groundwork for the
values that employees are expected to align with. Discovering these factors and
communicating them effectively is very essential for instilling organisational culture.
Some of the best practices in which an organisation can build the desired culture are by
embrace transparency as it gives employees unfiltered insight into an organisation operations
and future. By recognising and rewarding valuable contributions, the company can also
explore various corner points such as like businesses that have a recognition rich culture also
incline to have vividly lower rates of turnover (Manetje and Martins, 2009). The next practice
can be cultivating strong co-worker relationship at it drives higher employee engagement,
however, takes times and effort. In addition, management can also communicate purpose and
passion as the better they will make their goals and assumptions understand, one can
effectively promote team spirit later. At last, it also gives and solicits regular feedback as it
also provides an employee with the tools they want to advance and develop. Hence, a really
amazing organisation culture will always be a work in progress, evolving in tandem with the
company and its employee.

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Conclusion
Ultimately, the organisation will be able to attain its goals and objective through
organisational culture and it also helps in building of propaganda and strategies so that
effective decision making process should function in support of the company. In addition, the
organisation culture straightly put effects on company’s policies such as organisation
structure, working environment, team and group behaviour, inspiring the employees, and
effective control on management.

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