ses O l ympic re l ay t ea ms I C IIAPTEH 6 ORGANI ZATION STRUCTURE ANO

Ses o l ympic re l ay t ea ms i c iiapteh 6 organi

This preview shows page 6 - 7 out of 13 pages.

ses O l ympic re l ay t ea ms -- I C IIAPTEH 6 ORGANI ZATION STRUCTURE ANO MANAGEMENT SVSTE MS Or gani zational Culture as an Integrating Device Corporate culture comprises the behefs, va l ues, and behavioral norms of the company, whteh influence h ow emp loyees think and behave :' It is manifest in symbols., ceremonies, socia l pract ices, m es, vocabulary, and dress. While shared val u es are effective ,n align- ing t he goa ls of organizational member s. culture as a wh ol e exerci ses a wider rnfluence on an organ iza tion 's capacity for purposeful action. Organizat io na l culture ,s a complex pheno menon . It ,s influenced by the exter• nal environment- in particular the national and ethnic c ult ures within which the firm is embedded. It may al so be influenced by th e soc ial a nd pro fessio nal cultur es of organizational memb ers. Most of all, it Is a product of th e orgarnzation ·s history: th e fo un der's personality and beliefs te nd to be especially influenti al. For exa mple, th e corporate culture of Walt Di sney Com pa ny continu es to reflect th e valu es, aspirations. and personal style of Walt Disney. A corporate cu lt ure is se ldom ho mogeneous: diff erent cultures may be evident in the r esearc h lab, in sales, a nd wi thin th e accounting department C ultur e can facilitate both cooperation an d coor- dinat ion . In co mpan ies such as Starbu cks, Shel l, N in te nd o, and Google, s tr ong corporate c ult u res cre- ate a sense of ident ity among em ployees th at supports co mmuni ca tion and organizational routines. However, culture ca n al so imped e strategy implementati on . Cultures can also be divisive and dysfunwonal. At the British bank NatWest during the 1990 s, John Weeks ide nt ified a ·culture of complai nin g~which was a barrier to t op ·d ow n s tr ategy initiatives. I) A culture is likely to support some types of co rporate action but handicap othelS. Salo mon Broth ers (now part of C11,g roup) was renown ed for its ind ividualistic, int ernally competitive cultu re that reinforced drive and i nd ividual effort but did littl e to su pport coo peration. The culture of th e British B,oadcastmg Corporation {BBC) reflects internal polit1ci za t1 on, professional value s. int ernal suspicion, and a dedication to th e pubhc good , bu t with o ut a str ong se n se of c ustom er f oc us.' C ultur es take a l ong time 10 develop a nd can- n ot easily be changed As th e ex ternal envu o nm e nt change s, a high ly effe<trve cultu re may becom e dy s- functional. The pohce forces of man y US otie s ha ve developed cultures of profe~sionalism a nd mil1ta11sm , which increased their effectiveness in fighting crim e. but also cont ri buted to prob lems of isol ation and unre · sponsiveness to co mmunity needs." Culture is probably th e single most pow erful det er- minant of how an organ,zatIon behaves-ac co rding to Peter Drucker, ·c ult ure eats strat egy fo r breakfas t!· · Yet.
Image of page 6
Image of page 7

You've reached the end of your free preview.

Want to read all 13 pages?

  • Winter '16

  • Left Quote Icon

    Student Picture

  • Left Quote Icon

    Student Picture

  • Left Quote Icon

    Student Picture