Organisational Culture: Managers and Leaders in Success

This essay delves into the multifaceted aspects of organisational culture within international organisations, focusing on the crucial roles of managers and leaders in driving both success and mitigating failures. It commences with an introduction highlighting the significance of a positive culture in fostering shared beliefs and strategic alignment, essential for managing organisational value. The literature review draws upon scholarly perspectives, emphasizing the impact of a strong organisational culture on business performance. The essay then analyses critical issues, challenges, and various approaches, including best practices, such as maintaining the ethos of the organisation, reinforcing cultural values, and incorporating all team members. The essay also examines the Schein model of organisational culture. It concludes with a reflection on the discussed concepts, emphasizing the importance of a well-managed HR department in building and enhancing the values and beliefs within employees, ultimately leading to the effective management of company functions. The essay underscores the need for organisations to manage and develop effective strategies for cultivating a positive culture. It also emphasizes the importance of aligning organisational culture with overall business objectives and the significant impact of leadership on shaping and sustaining a thriving corporate environment.

Organisational culture

Table of Contents
Cultivating a positive organisational culture in international organisations: the role of managers
and leaders in success and failure....................................................................................................3
Introduction..................................................................................................................................3
Literature review..........................................................................................................................3
Issues, challenges, approaches and best practice initiatives and their impact.............................5
Reflection.........................................................................................................................................8
REFERENCES..............................................................................................................................11

Cultivating a positive organisational culture in international organisations:
the role of managers and leaders in success and failure
Introduction
There is need for companies to manage a positive culture for sharing beliefs and strategy. There
is need to manage and develop strong organisational culture for managing organisational value
and culture. An organisational culture is defined as proper way for behaving within the
organisation. There is culture which consists of shared belief as well as values which is
established by leaders for communicating and reinforcing various methods. There is need to
manage and develop effective strategies that lead to manage organisational context. It is seen that
there is need to manage the organisations which are effectively managing the consumption of
organisational culture. It is concluded that there is need to effectively manage and develop the
beliefs and culture followed by organisations for managing the work. There is need to develop
and manage the effectiveness of company’s values and beliefs for managing the functioning of
business. The HR department of a company manages to build new ways of enhancing the values
and beliefs within employees. It leads to effective management of company management and
functions. There is need to manage the HR department services for enhancing the way of
business operations. There is need to evaluate and conclude different aspects of business
effectively.
Literature review
It is concluded from the viewpoint of Ab Rahman and Jantan, ( 2020), A good culture is a
common denominator for the most profitable businesses. All share consensus on organisational
goals at the centre, and those principles concentrate not on people, but on the organisation and its
aims. Leaders in successful companies live their cultures every day and go out of their way to
communicate their cultural identities to employees as well as prospective new hires. HR
executives are accountable for maintaining that different age is a core focus in their
organizational marketing operations. In order for HR leaders to shape the community, they
should work with senior executives to decide what the organisational culture should look like.
Strategic planning and policy must step past only meeting organisational goals to reflect more
intensely on a startup's most valuable asset, the workers. HR has been described as the'

housekeeper' of management style. Through performing this essential purpose, all members of
the HR team will help run and expand a strong culture by being a mother figure for the
organization's ideals, reinforcing cultural values, enforcing the acknowledgement,
acknowledgement and practise of corporate ethics, and fostering 2 layers of communication and
feedback. They are explicit on their principles and how their organisations are characterised by
those values and how the organisations are managed. Cultural challenges are rife in mergers and
acquisitions. After a merger, even organisational cultures that have performed well can develop
into a dysfunctional culture. Research has found that, because of cultural issues, two out of three
mergers fail. A shared forum for the future is being developed by integrating and redefining
communities and reconciling the gaps between them. The accelerated pace of mergers and
acquisitions in recent years has transformed the way corporations now combine. The discourse
on mergers has moved away from combining cultures and has shifted towards achieving
particular company priorities. Any analysts suggest that a good organisational culture can evolve
spontaneously if the correct strategic model and strategy are in effect after a merger. Culture is
known as one of the most important factor for managing and controlling the work. For any
organisation, it is very important to manage the work and activities properly for developing and
controlling the business in effective manner. There is need to develop and manage the business
processes effectively for controlling and managing the work properly. There are several cultures
for managing the work effectively by using different activities like Aggressive, customer-
focused, inventive, enjoyable, rational, research-driven, technology-driven, process-oriented,
bureaucratic, family-friendly and risk-taking. These help to manage and control different
operations of the company effectively and creating several activities associated with managing
and developing proper relations among employees. There is need to manage and develop good
and healthy relation among employees and managers for controlling the work. The following are
some of the cultural features which distinguish most organisations –
VALUES – There are widely held ideals at the core of the communities of organisations. None is
accurate or inaccurate, but companies need to determine the principles they can prioritise. These
universal principles include: Direction of results. Emphasizing successes and consequences.
Orienting people. Insisting on the individual's justice, tolerance and respect. Orientation for
teams. Emphasizing teamwork and rewarding it. Detail care. Valuing consistency and
analytically addressing circumstances and challenges. Uh. Stability. Providing cover and a

predictable path to follow. About creativity. Encouraging innovation and taking chances.
Aggressiveness. Attacking. To spur an intensely competitive attitude, there is need to manage
the work properly. There is need for the companies to manage the work effectively for
completing the organisational objectives.
The URGENCY DEGREE - The level of urgency describes how quickly the company wants or
needs to drive decision-making and creativity. Some companies chose their degree of urgency,
but the marketplace has it placed on them by others. There is a need for a community of high
levels of urgency to rapidly drive proposals forward and a high need to adapt to an evolving
marketplace. A modest urgency level drives tasks at a fair speed. A low degree of urgency means
that individuals operate steadily and reliably, valuing productivity over consistency. An
organisation of high urgency appears to be fast-paced and promotes a decisive style of
leadership. A low urgency company appears to be more methodical and promotes a more
considered form of management.
DEGREE OF HIERARCHY-This is associated with the management of traditional ways to
manage the hierarchy of business operations. There is need to develop and manage the work
properly for managing the business activities. There is need to develop and enhance the
organisational structure so that work is completed effectively (Al-Jundi, Shuhaiber. and Al-
Emara, 2019). An organisation has to be managed in proper manner for controlling and
managing the work effectively. There is need to create good and effective organisational culture
for employees so that they can work in properly manner. There is need to develop and manage
the work for creating the business activities planning and monitoring of the employees. There is
need to have proper and effective ways for managing the work. It is efficient that all work is
conducted properly for managing the effectiveness of organisational work.
Issues, challenges, approaches and best practice initiatives and their impact
There are several issues and challenged involved in organisational culture when people from
different backgrounds are working in same filed. Some of these are mentioned below –
You aim to find those who have the expertise and skills to face and address the demands of the
job in question through the selection process, one of several steps toward a successful
recruitment process. You should also search for the person you believe would "click" in the
company, both with you and others (Dzomonda, and Fatoki, 2019). The same refers to the

culture of the company; it is important that your staff consists of people who blend into the
organisational culture you have created. Potential workers, on the other hand, still wish to serve
with an organisation that respects their ideals and principles!
Challenge # 1: Preserving the ethos of organisation
Maintaining a healthy corporate culture is the big challenge for any company. It is your own
conduct that represents the ethos of the organisation, and it is important that it remains a unifying
factor. The level of employee engagement will be increased by maintaining your organisational
culture. Better yet, if there's a true between fit, then it is easy for the companies to manage their
work properly.
Challenge # 2: To reinforce it at all times
Organizational culture in the organisation must also be constantly reflected. Every single day,
our principles, ethics, and even the overall work environment must be present and clear. In order
to encourage us to genuinely feel like we can be ourselves, company culture must be non-
sporadic. Constant affirmation in tradition, though does not mean that on the contrary, it will not
be changed! Simply stop adapting or becoming selective and altering your corporate culture to
some particular circumstance according to who you speak to in the group.
Challenge#3: Include all members of the team
Both workers must be interested in the corporate community. Instead of getting it placed on them
by managers, it can also be developed and designed by the team. To ensure everyone knows they
are part of the process, culture has to be incorporated in a normal way.
Ribiere identified high levels of trust and solidarity between members of the organisation as
characteristics that promote success among the organisations that had successful knowledge
management initiatives (128). Cress et. Al, found that an organization's members often
overestimated the cost of contributing to a database of knowledge, but they were more likely to
contribute their knowledge when they understood the value of their contributions in relation to
the actual costs (Cress 375). However, they discovered that members would not contribute
information simply to hurt other members of the organisation in some extreme situations, even
when their personal benefits were reduced.
Schein model of organisational culture
The Schein Corporate Culture Model is a methodology that seeks to clarify the idea of culture
and the way it influences organisations. It is a relational model of learning and group dynamics.

It was proposed in 1980 by Edgar Schein in his attempt to understand why individuals in
different organisations behave differently (Gaus, Tang, and Akil, 2019). He found that society is
still in the phase of formation and all facets of human functioning appear to be covered by
transition. The main problems of external adaptation and internal integration are also taught. The
Schein's Model of Corporate Culture allows organisations to recompose their culture by
incorporating the ideas suggested by the model. It highlights the different levels of each
organisational culture and the concepts which provides a guidance for organisations to manage
the work. As an example, NovoNordisk says that it has a philosophy of innovation and
encouragement that motivates its workers to be the best they can. In reality, NovoNordisk has
described 10 statements that characterise its culture and way of operating. Two examples of the
statements that describe the company's culture are "We build value by providing a patient-
centered market strategy" or We have creativity for the benefit of our stakeholders." The
atmosphere of each organisation is expressed when it comes to doing business and it conditions
the way business is done. There is need to manage the effectiveness of all people working in the
company for managing the business properly. There are different people from various
backgrounds, area and fields who come together for working together within an organisation.
This is associated for managing the work in effective manner. There is need to develop and
evaluate various ways for managing the work and completing the goals in specified time frame.
There is need to manage and effectively conduct organisational culture to manage the business
operations properly. A lack of micro coordination is one of the problems this system poses, with
most concerns and debates taking place within government tasks at the administrative stage. For
example, one department operating on a project with another could have differing requirements
or specifics for its particular task, which may lead to issues down the line. This form of
arrangement allows a multinational organisation with several departments with more stability,
enabling each one to act as its own company with one or two people reporting to the chief
executive officer or upper management of the parent company Those problems should be
resolved at the divisional level instead of getting all projects accepted so at the highest levels.
There is need for the organisations to manage the work effectively so that work can process
effectively. There is requirement of developing and creating ways to enhance the working
conditions.

Reflection
I have evaluated that there are various ways for managing the work associated with
organisations. Culture followed in companies plays an important role for managing the work in
effective manner. There is need to develop and manage the work related to business tasks and
activities for developing proper organisational techniques. The nature of managerial work and
organisational behaviour is important for developing the ways for selecting the culture properly.
There are leadership perspectives managed by the leaders which is helpful for developing and
selecting the best way to manage different business activities (Lee, Howe, and Kreiser, 2019).
There is need to enhance customer satisfaction by following leadership qualities and managing
the business activities and tasks properly. There are different individual differences for managing
the work efficiently. There is need to enhance and develop new ways for cultivating the
organisational culture effectively. There is need of motivating individuals for managing business
activities. There is need to manage the business activities and tasks for properly managing the
work. It is seen that leadership activities must be conducted effectively for managing the
business activities. The leadership activities help to manage the work in effective manner for
developing different ways to conduct the work. There are several business activities which are
used for conducting the activities properly for managing the work. There is need to develop
effective leadership for managing work properly and enhancing the way in which companies
work. I have also learnt about employee engagement in my sessions. It helped me to manage the
work properly for managing the work. Employee engagement is known as the most important
factor for managing the company’s performance. There is need to develop and manage the work
properly for cultivating the employee’s tasks and abilities for managing work. There is need to
develop and manage effective organisational work by increasing the employee engagement.
Performance management is also an important factor for managing the work of business. There
is need for managing the work in an effective manner for increasing performance that is used by
companies to work. Employee learning and development is another factor used by companies to
manage the work properly. There is need to manage the work related to business tasks and
activities properly for managing the organisational performance effectively. Trust, conflict and
negotiation is important to manage as it is associated with managing the work properly. It is very
effective for companies to manage the work properly for developing different ways to enhance
the way in which companies work. Organizational conflict refers to the consequence of human

activity, which begins when one member of the group discovers that his or her interests, beliefs
or actions are conflicting with those of other members of the organisation. Inside a member,
between two members or between groups of the organisation, the incompatibility of views may
emerge. People at work differ in their thoughts, expertise and thought. These differences can lead
to differences in individuals and groups. The foundation of organisational strife is such
discrepancies. In an organisation, confrontation is inevitable. Conflict can happen at times in any
company or personal arrangement of any depth. The severity of the disagreement depends on the
nature of the confrontation. Not all disputes in workplaces are evil. There is need to manage the
work properly for cultivating the work properly. There is need to manage and create various
knowledge and skills for managing the work properly. There is need to effectively work on
organisation performance for managing the business activities and tasks. I have evaluated that
conflicts and tasks are evaluated properly for managing the work properly. It is concluded that
companies must be involved in avoiding conflicts, fights and problems of employees so that
organisational work is managed effectively. There is need to manage the business task and
activity properly for managing the work efficiently. There is need to manage and cultivate the
organisational performance effectively for managing the work. There is need to manage and
develop effective learning for employees so that they can attain organisational goals. This helps
to manage the efficiency and productivity of the company. It is concluded that work must be
managed properly by evaluating the work and attaining goals in less time. There are individuals
with diverse preferences, perceptions, personalities, attitudes, principles and viewpoints of
organisations. This leads to gaps in the organisation 's view. The origin of disagreements in the
organisation is dispute. This exists largely because of the competing desires of persons or groups.
Every situation in which two or more groups feel themselves in opposition is a dispute. It is an
organisational mechanism that results from disputes over the aims or strategies of achieving
those objectives. Conflict may therefore be described as an articulated struggle between at least
two interdependent parties who consider conflicting interests, limited resources and the other
party's intervention in achieving their objectives. I have analysed that all the activities and
managerial aspects for developing effective work. I have concluded that there are several
organisations which are working with people from different backgrounds. There is need to
manage their work and progress the business tasks properly. Depending on the situation or
mission, staff may report to two or more bosses in the matrix system. For instance, an engineer at

a major engineering company may work for one supervisor in usual operating conditions, but a
new project may occur where the skill of that engineer is required. The worker must then refer to
the manager of the project for the length of that project, as well as his or her supervisor on all
other everyday activities. The matrix layout is complicated because reporting to several
supervisors and deciding whether to connect with them can be difficult. That's why
understanding their positions, duties and job priorities is really important for the workers. The
advantages of this arrangement are that workers can share their expertise through the various
organisational units, facilitating greater coordination and comprehension of the role of each
function. And staff can expand their expertise and abilities by collaborating through functions,
contributing to career advancement within the company. I have evaluated and analysed that there
is need to manage the functioning of company by using the organisational activities properly.

REFERENCES
Books and Journals
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culture on administrative corruption. International Journal of Economics and Business
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way to understanding cultural research. Journal of Further and Higher Education, 43(6),
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orientation: An orthogonal perspective of individualism and collectivism. International
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