Management and Organizations in Global Environment Organizational Cul

Question: Discuss about theManagement and Organizations in Global Environmentfor Organizational Culture. Answer: Introduction The organizational culture is one of the important attributes that help the employees to bind together and give their maximum output in terms of the organizational vision. The concept of culture is being developed by the nature of the organizational polices as well as the nature of interactions between the human components (Alvesson and Sveningsson 2015). There has been growing number of studies that focus on the need for creating an enriching organizational culture. The managers are increasingly finding new ways to motivate the employees which would indirectly enrich the organizational culture. The creation of optimum organizational culture is one of the most important tasks of the management. The organizational culture can be defined as a system that comprises of the shared values, assumption and beliefs which underline the behavior of the employees in the organization (Hogan and Coote 2014). The organizational culture can be defined as the unique personality of the company which i s powerful component in deciding its success. It also defines how the employees would behave in the workplace by demonstrating key characteristics. The organization selected for study in this report is Dick Smith Foods. It is a food brand based in Australia which has been founded by Mr. Dick Smith in the year 1999 (Dick Smith Foods 2017). It sources its main products from the Australian owned organizations and does not manufacture their own products. The other companies license the products using the brand label of Dick Smith Foods (Dick Smith Foods 2017). This company was launched as an alternative to the products which are being offered by the multinational companies. The vision of the company is to keep the profits of the Australian owned company in the country itself instead of sending them to offshore countries which is the base for most multinational companies (Dick Smith Foods 2017). This essay would analyze the concept of the organizational culture and management in general and then relate it with the organizational culture displayed by the chosen organization. The concluding part of the report would suggest ways to improve the organizational culture in the organization. Discussion The organizational culture comprises of the unique atmosphere in the organization which determines the way the employees would behave in the organization (Bschgens Bausch and Balkin 2013). The organizational values have strong influence on the employees and determine how they would carry out their day to day job duties. It can be defined as collective beliefs, values and the principles of the employees which are influenced by the organizational policies (Alvesson and Sveningsson 2015). The organizational culture can be regarded as shared assumptions which determine the behavior of the individual components. The organizations do comprise of a wide variety of cultures as well as subcultures (Scott and Davis 2015). There are seven characteristics of organizational culture which is evident in the organization. The innovation component of the organization enhances the culture of the organization. A high degree of innovation fosters the employees to look for different ways to do their job tasks. A good organizational culture gives attention to detail and the organization expects that the employees would perform their work in a perfect manner (Alvesson and Sveningsson 2015). There is emphasis on the people and there is fairness orientation in the organizational culture (Alvesson and Sveningsson 2015). Dick Smith Foods has average organizational culture, which affects the decision making abilities of the employees in the organization. If the organization treats its employees with dignity and respect, then the employees would be giving higher productivity. The organizations which place high emphasis on the organizational culture emphasis on greater team work. The people who are working in organizatio ns that put high emphasis on the culture tend to develop positive relationships with their coworkers. The organizational culture also determines the nature of the team members (Scott and Davis 2015). The culture is the determinant of whether team members would display assertive behavior or they are cooperative while dealing with the internal as well as external stakeholders of the company (Scott and Davis 2015). The aggressive culture of the organization would drive the employees to be competitive and would instill competitive spirit among the employees. The importance of culture cannot be ignored in an organizational setting. A healthy organizational culture makes the employees motivated in the workplace (Chan et al. 2016). It also makes the employees loyal to the organization which decreases the attrition rate of the organization. The organizational culture also encourages healthy competition in the workplace. The employees strive to give their best performance and earn recognition from the supervisors. The organizational culture in Dick Smith Foods represents specific predetermined policies of the organization which would provide direction to the organization (Chan et al. 2016). It also creates good brand image of the organization and it is also responsible for bringing all the employees in a common platform. If the organizational culture treats every employee equally, then the employees would be able to deliver their best performance (Cummings and Worley 2014). Dick Smith management makes it a point that the employees are clear a bout their job roles and responsibilities in the organization. A good organizational culture is also the foundation of good interpersonal relationships. The employees would not consider the work as a burden and this would increase their work productivity (Chan et al. 2016). In an organization, the employees belong to diverse backgrounds and the organizational culture is responsible for binding them together. The managers can play a great role in shaping the organizational culture (Schrage 2013). They can create a climate of change. The culture would not be effective if it is not related to a specific organizational issue. The managers should use the external as well as internal drivers in order to envision the cultural change which needs to be applied in the organization. The managers should use leadership to foster organizational change. The leaders are supposed to be the champions of understanding regarding the organizational processes (Vessey et al. 2014). There can be various subcultures in the organization which is known only by the leaders. The leaders also influence the rewarding function of the management to the particular subculture. The clear strategic leadership is responsible for ensuring the consistency in the organization. The managers of Dick Smith Foods emphasize more on the employee engagement and empowerment of the employees (Ugwu Onyishi and Rodrguez-Snchez 2014). This is important in order to ensure the effective management of culture in the organization. If the employees are motivated in the organization, then there would be an increase in the organizational culture. The organization uses innovative measures to implement employee engagement programs. An organization in which the employees would be motivated to deliver higher performance would be having rich organizational culture (Vessey et al. 2014). The managers should use team orientation and team development activities in order to enrich the organizational culture (Harper 2015). Dick Smith management focuses on team building activities which enrich the functioning of the organization and this would definitely enhance the organizational culture. The promotion and the dissemination of the new cultural traits would have a direct impact on the team work in the organization (Ugwu Onyishi and Rodrguez-Snchez 2014). There are several models which are used to describe the organizational culture. Hofstedes cultural dimension theory is used to describe the specific aspects of cross cultural communication and is increasingly used by the organizations in order to increase their effectiveness (Geert-hofstede.com 2017). This theory fosters cross-cultural communication which emphasizes on the culture of the society and its impact on the members of the society. It explains culture as the collective attitude of the members which segregates one group of people from another. This model describes several dimensions of the management which is used as strategic tool by the organizations. The means oriented vs. goal-oriented approach is closely interrelated with the organizational effectiveness. The means oriented organizational culture is focused on the way the work needs to be done. On the other hand, the goals oriented culture is characterized by the employees fulfilling the internal organizational goals by ignoring any potential risks associated with them. The internally driven organization in the internally driven vs. externally driven parameter perceive their job role in a way where there is high emphasis on the honesty and business ethics (Geert-hofstede.com 2017). In the internally driven organizations the employees are aware of the elements which would enhance the customer satisfaction rates. In the externally driven organization, the employees give sole importance to the fulfillment of the requirements of the customers (Geert-hofstede.com 2017). In this type of culture, the results are given importance than the ethical attitude of the employees. The easy going work discipline vs. strict work discipline dimension focuses on the degree of control, discipline and the internal structuring (Geert-hofstede.com 2017). A high degree of easy going culture concentrates on the loose organizational structure as well as lack of predictability. The local vs. professional dimension is characte rized by the employees identifying with their boss or supervisor in the department in which they are working. The dimension of open system vs. closed system focuses on the accessibility aspect of the organization (Geert-hofstede.com 2017). An open organizational culture welcomes the newcomers and the vice-versa is true in closed organizations. The employee oriented vs. work-oriented aspect of the culture is widely used in the organization. In the employee oriented organizations, the employees feel that the organizations take care of them and are concerned about their welfare. In the work-oriented organizations, there is usually heavy burden regarding the performance of the task (Geert-hofstede.com 2017). There is another dimension named as degree of acceptance of leadership style in which the leadership style of the supervisors is aligned with the preferences of the employees. The Edgar Schein model of the organizational culture considers that culture is a difficult attribute from the organizational point of view, which leads to change in the organization (Schein 2015). This model considers culture to be one of the most important determinants of the change process which is even greater than the services, products or the organizational leadership. This model visualizes the organizational culture from the viewpoint of the observer which is being described at three levels such as basic assumptions, values and artifacts (Anderson and Matessa 2014). The organizational attributes are felt, seen and heard by the observer which is known as artifacts. These comprise of the physical organizational components which directly convey specific cultural significance. The artifacts are usually considered as tangible dimensions of the culture, which are shared by the members of the organization (Geert-hofstede.com 2017). These can be mission statements, organization slogans , office spaces, rewards, recognition and others. The next level of this model comprises of the shared values that are concerned with the preferences of the individuals. This can be customer service or the employee loyalty which is displayed by the organizational members (Anderson and Matessa 2014). The individual values of the employees coincide with that of the organizational values. The primary beliefs of the individuals impact the perception of the individual regarding the organizational trust and support. These values are deeply embedded in the organizational culture. The third level of the model focuses on the level of assumptions that the organization makes in everyday functioning (Anderson and Matessa 2014). These elements of the organizational culture are intangible, that is, they cannot be seen. These are inherent in the organization and are often considered as unspoken rules. The organizational values can only be understood by people who are staying in the organization fo r a long time and they are accustomed to it. The Scheins model is helpful in understanding of the organizational behaviors (Schein 2015). An organization can indicate highly aesthetic as well as high moral standards in the second level of the model and at the same time it can also display opposing behavior in the third level, which is considered as the deepest layer (Anderson and Matessa 2014). The Edgar Schein model of the organizational culture focuses on the fact that the culture evident in the organization is impacted by multiple factor such as external environment, industry, nature as well as size of the organizational workforce, organizational use of the technology and the ownership of the organization (Schein 2015). The Cooke model of organizational culture which was proposed by Robert Cooke identifies culture as behaviors displayed by the employees in the organization which they perceive to be important for fulfilling the organizational expectations (Renfrew and Cooke 2014). This theory believes in the fact that the individuals who are from different background come together in a common platform in the organization in order to meet the targets set by the organization. The behavior of the employees is considered to be dependent on the culture portrayed by the organization. This theory focuses on the fact that human interactions in an organization (Renfrew and Cooke 2014) . This theory is concerned with the measurement of the twelve behavioral patterns which is being classified in three categories such as- constructive cultures, passive cultures and aggressive cultures (Chaudhry et al. 2016). The constructive culture focus on the team building capabilities of the organization. In this type of cul ture, the employees are encouraged to communicate as a team rather than individuals (Renfrew and Cooke 2014). This culture is highly effective in areas where employees are involved in complicated tasks rather than simple mechanical ones. There are several factors which are embedded in the constructive culture such as achievement, self-actualizing, humanistic encouraging and affiliative one (Renfrew and Cooke 2014). The achievement dimension considers with the completion of tasks successfully. This dimension involves the need to focus on the linkage of the individual effort with the task outcome rather than chance when attaining the goals of the organization (Murphy Cooke and Lopez 2013). In the self-actualizing culture, there is realization of the achievement of the talent as well as potentialities of the individuals. This is considered as a desire to be present in everyone which would be based on the personal growth, realization of self-potential and self-fulfillment. The people in this type of culture have as strong urge to experience as well as learn new things. The humanistic-encouraging culture focus on the organizations that help the employees to develop as well as grow in the organization (Renfrew and Cooke 2014). The people in this type of culture allocate their time as well as attention to the counselling as well as coaching. The emphasis is being laid on the learning aspects of the individuals. The affiliative style of the organizational culture focuses on the treatment of the employees rather than intangible things such as cooperation with others (Fullan 2014). This type of culture reflects interest in the development as well as sustaining of the organizational relationships. The employees share their feelings with others and are cooperative as well as friendly. The passive culture concentrates on expectations of the employees and interacts with others in a way that would not affect their personal security. There are four passive cultural norms such as approval, conventional, avoidance and dependent. In the organizations in which there is dominance of the passive culture, the employees feel the burden to act in a different way than their personal thoughts (Renfrew and Cooke 2014). The employees are expected to please the supervisors and minimize the number of interpersonal relationships. The aggressive cultures focus more on the job tasks rather than employees. This kind of culture is stressful as the employees try to concentrate on the individual needs while the organization tries to emphasize on tasks (Restubog et al. 2015). The decision making in this type of culture is supposed to perform decision making based on status rather than decisions based on expertise. There are several factors associated with this kind ofculture such as oppositional, power, competitive and perfectionistic. There are seven dimensions of organizational culture which are evident in the organizations (Ferraro and Brody 2015). The first dimension is concerned with the team orientation in which the businesses emphasizes on the teamwork as well as collaboration which would capture the strengths of the individual employees. The effective team work enhances the collective product of the organization which is considered to be the sum total of the individual efforts of the team members (Ferraro and Brody 2015). There are a number of ways which can foster the team orientation such as rewards/recognition, merit system, communication channels, appreciation, good interpersonal relationships and others (Morgeson Mitchell and Liu 2015). There are few traits which can be observed in a team such as desire for reaching consensus, open communication, cooperation, accountability for the problems and respecting the views of the other team members. The organizational projects would be done efficiently if the tasks are assigned to the teams based on their skills as well as expertise (Morgeson Mitchell and Liu 2015). The collaborative teams possess responsibility of shared purpose as well as emphasize on the diversity tool for problem solving. The collaborative skills as well as individual contribution of the team members would help the organization to achieve success and gain competitive edge. The second dimension is concerned with the attention to detail. This is concerned with the degree to which the employees of an organization are supposed to exhibit, analysis and attention to the details. The attention to detail is comprised of the ability to gain accuracy as well as thoroughness when the supervisor has asked to accomplish a particular task (Dahlander and Piezunka 2014). This is a unique component embedded in the detail oriented organizational culture in which the company focuses on differentiation and aims to achieve competitive edge. The attention to detail aspect of the culture increases the operational efficiency as well as increases the customer satisfaction rates (Dahlander and Piezunka 2014).. The employees are expected to pay attention to the minute details of the task or responsibility which they are assigned with. The organization expects its employees to be attentive and deliver the tasks allocated to them in a perfect manner (Denhardt and Catlaw 2014). Thi s cannot be done with the help of diligent and talented workforce. A good organizational culture would expect that the employees would be accurate in their work which would help them to achieve the organizational objectives. The organization which places high importance to the cultural elements expects that the employees would be performing their work with high degree of precision (Denhardt and Catlaw 2014). The third dimension is concerned with the aggressiveness which is focused on the competitive orientation of the employees (Chen and Miller 2015). This aspect of the organizational culture indicates whether the team members are expected to be assertive when are dealing with the competitors. The companies which possess a high aggressive culture put high emphasis on the competitive approach as well as outperforming the competitors. The aggressive cultures focus on the non-confrontational behavior (Denhardt and Catlaw 2014). These kinds of companies would focus on the activities which would make them dominant in the market. The organizations which give high emphasis on the cultural aspect foster an environment in which the employees would work for delivering the best products or services in the market and thus gain competitive edge (Epstein and Buhovac 2014). In this type of organizational culture there is less focus on the corporate social responsibility unless and until the organizatio n is a NGO working in the social service sector. This is because the sole objective of this kind of company is to generate profit and increase the competitive position of the company (Denhardt and Catlaw 2014). The fourth dimension is concerned with the outcome orientation. The outcome-oriented culture usually concentrates on the results, achievement and action as some of the important values (Day and Dragoni 2015). This type of organizational culture emphasizes on the result oriented work environment. This would allow the employees to work in their own convenient times and from any suitable locations. This kind of organizations does not focus on the results alone but they give high importance to the aspect of culture in the organization (Denhardt and Catlaw 2014). This kind of organizations focus on doing the best things for the benefit of the organization. This kind of organizational culture motivates the employees to work in their full potential which would help them to fulfill their individual objectives as well the broader organizational objectives (Denhardt and Catlaw 2014). For example, in a sales oriented organization, the employees would go extra miles to bring in more number of or ders and the culture of the organization focuses on the outcome characteristics. The organizations which give high importance to the outcome orientation emphasizes on results or outcomes rather than the organizational processes of achieving them (Denhardt and Catlaw 2014). These kinds of cultures hold their employees accountable for the organizational success and utilize the reward systems to motivate the employees. It is important to relate rewards with the performance of the employees which would increase the productivity of the employees (Denhardt and Catlaw 2014). The organizations which focus on the performance oriented culture do focus on the outcomes of the company by creating an enriching culture. These kind of companies focus on the performance objectives which lead to increased productivity of the organizations (Denhardt and Catlaw 2014). When there are pressures of performance on the cultures in which unethical behavior is the norm, the individuals start to visualize thei r co-worker as rivals. In this kind of organizational cultures, the short term results are being rewarded. The fifth dimension considers with the stable culture, in which the culture is said to be predictable. This type of organizational culture comprises of the coordination and the alignment of the individual effort so that the organization can achieve greatest level of organizational efficiency (Day Griffin and Louw 2014). If the organizational environment is stable as well as certain, then the culture would help the organization to be effective by delivering constant as well as stable output. This type of culture would block quick action and hence can be a misfit for the dynamic environment. The public sector organizations can be regarded as having stable cultural attributes (Day Griffin and Louw 2014). This type of culture can be compared to a bureaucratic culture in which the management is said to discouraging good ideas during the early stages of development. This kind of culture prevents the employees to implement innovation in the workplace. The sixth dimension is concerned with the people oriented culture, which value supportiveness, fairness and mutual respect (Tao 2015). This kind of organizational culture gives high emphasis on the employee friendly practices. Such organizations put highest importance to fair procedures as well as management styles. The people oriented organizations are able to create a workplace which is fun and the employees are able to achieve work life balance. The employee friendly organizational culture focuses on the treatment of the employees with dignity and respect so that they can achieve the organizational objectives easily. This is being done in a way that the employees do feel motivated to work in the organization. This also creates an environment of trust in which the employees are able to able to have good faith on the policies designed by the organization (Tao 2015). This type of organizational culture also increases the organizational retention rate as less number of people would be likely to leave the organization. This type of organizational culture allows the provision of minimum wage, offering health care services and other benefits to the employees. This kind of organizations also focuses on providing the employees with the best practices so that they feel empowered to work in the organization. The seventh dimension concerns with the innovation and the risk taking. The companies who give high priority to the innovative behavior are flexible as well as adaptable. They prefer to experiment with the new concepts and out of box ideas. The organizations are characterized by flat organizational hierarchy in which there is high importance to focus on the creativity (Laux 2015). These organizations focus on doing the tasks in a different way and devise innovative products or services. These practices are reflected in the organizational performances. The innovative organizational culture focuses on creating ways to improve their work performances. The innovative practices can also be applied to the employee practices by providing greater flexibility policies in the workplace (Laux 2015). The flexibility of the employees in choosing relevant projects also enables them to foster innovation in the workplace. This kind of organizations also focus on the high level of risk taking practic es as the employees would be undertaking risks in the process of creating innovative services and products. The assessment and the evaluation of the risks are important criteria in this kind of organizational culture. There is also a need of communicating the innovative thinking to the rest of the team members. It is also concerned with dealing with negative thinking and gain consensus regarding the accomplishment of the tasks. This kind of organizational culture allows the evaluation of the risks along with recommending the best courses of action. The innovative ideas are put into actual practice and the employees are open to change (Laux 2015). They challenge thinking and they focus on team work to devise fresh approaches to the organizational tasks. The senior management encourages as well as recognizes the innovative behavior of the team members. For example, Google allows its employees to accept risks by encouraging the engineers to allocate 20 % of their work time by choosing their own projects (Steiber 2014). Such organizations give equal emphasis to success as well as failures when the employees are eager to take up challenges. Dick Smith Foods have displayed poor organizational culture which has directly impacted the position of the company in the market. The business has resulted in financial loss and this has affected the overall business operations. The organization finds it difficult to maintain healthy culture in the organization (Dick Smith Foods 2017). The organization is unable to control the actions of the employees which have a direct impact on the organizational culture. The organizational policies are unable to foster employee friendly behavior in the organization. The organization is unable to engage the employees by implementing a rich organizational culture. The employees feel the burden of work and they are not motivated to work in the organization. They are extremely pressurized with job tasks and they dont feel the urge to complete them within the stipulated deadline. This happens due to lack of conformity regarding the organizational vision which would drive the employees to give their o ptimum performance (Dick Smith Foods 2017). If the employees do not have optimum work life balance then they would not be able to give their optimum performance in the workplace. The lack of human resource interference in engaging the employees degrades the culture which is prevalent in the organization. The misfit between the organizational values and the employee values also decreases the job satisfaction of the employee which directly affects the organizational culture. The organization also does not reinforce organizational culture throughout the length and breadth of the organization. The ethics, values and the work environment should be consistent in the organization, which is not the case in the selected organization. The organization is unable to engage the employees in the change process of the organization, which affects the overall organizational culture. It is important to focus on improving the organizational culture. All the members should be involved in the decision making process of the organization. It is important to integrate culture in the organization. The culture should be integrated in natural way so that employees feel that they would be rewarded if they deliver good performances. The happiness of the employees working in the organization is a bigger concept than the employee engagement initiatives. It is concerned with the individual need of the employees so that there can be greater level of engagement in the organizations. The employees of the organizations should embrace the cultural components of the organization, which is essential for success. It is important to constantly optimize the organizational team members. It is important to embrace transparency in the organization and if the employees are given relevant company insights then they would be able to better engage with the clients. It is also important to reco gnize as well as reward the contributions of the team members, which would motivate them to give higher performance in the organization. The organizational culture should promote an atmosphere of strong interpersonal relationships in which the employees would be having mutually benefitting relationships. It is important to embrace employee autonomy in the workplace which would enrich the organizational culture. The creation of an environment of empowerment and trust would enhance the organization to enrich the prevailing culture. This would also make the employees to make right decisions in the organization. This would make the employees an integral part of the company success, which would motivate the employees. It is also important for the organization to focus on flexibility of the employees with respect to the work schedule, work timings and the degree of autonomy. The organization should make sure that the employees have sufficient work life balance which would help them to foc us on work in a better manner. The employees should be appreciated for their good work and they should be involved in the decision making process of the organization. The organization should strive to create a culture in which the employees are comfortable to carry out their day to day job duties. Conclusion The organizational culture focuses on one of the most crucial factors of organizational success. There have been numerous studies in which focus has been laid on improving the organizational culture. This is one of the most important management jobs which need to be taken care of. This essay discussed several characteristics of the organization such as innovation, attention to detail, fairness orientation, nature of the team members and assertive behavior. The importance of the organizational culture should be emphasized so that the organization gains success on the market. It is also important for increasing the productivity of the employees as well as gains a competitive edge. This essay also displays the role of managers in determining the organizational culture. They are responsible for creating a climate of change, leadership, foster engagement as well as empowerment and team orientation. There are several models used in improving the organizational culture. These are Hofstedes cultural dimension theory, Edgar Schein model and Cooke model of organizational culture which are discussed in the essay. 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