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Creating the Influence Needed for Strategic Success

The chief executive officer, human resource manager, sales and marketing manager, finance manager and customer representative officer, I would like to take this opportunity to have a talk on organizational culture on decision making for our organization. Organizational culture is the attitude, assumptions, philosophies, experiences, beliefs and values that have been adopted by individual or groups within an organization. These collections of values and norms usually control the way people interact both within the organization and with the external environment.

The Impact of Organizational culture on decisions.

In a top -down hierarchy of management, decisions are usually made at the highest level usually by the Chief Executive Officers and the Board of Directors. This is because they are assumed to make the right decisions. Where we have the bottom- up type of management, the low level cadre of employees is usually empowered to make decisions hence allowing more and new ideas to be generated.

What happens when an organization changes its strategy?

When there are changes in strategies in organization, then the organization must formulate a clear vision of the intentions and provide direction for the firm’s new strategies.

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The top level managers must show commitment and willingness to accept the new strategies so that the implementation of change can reach the lower level employees (Dorothy, L.-B. 1995).

Proper modification must thereafter be made to the organization so that the strategies can be to the advantage of the company. For example, when International Business Machines (IBM) decided to pursue the business of selling personal computers, they decided to modify the whole administrative unit in Boca Raton, Florida so that they could develop the product and pursue a good marketing strategy (Black, Richard J.

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What happens when organization with different cultures merge?

It becomes almost impossible to integrate different cultures of the organizations as equals once they have merged and therefore the stronger partner usually obliterates the weaker partner as quickly as possible. For example in the merger of Daimler-Chrysler,  Daimler became the more dominate culture where they were perceived to have made attempts to take over the whole organization and impose their culture on Chrysler therefore the employees of Chrysler became dissatisfied leading to a large number of departures ( Black, Richard J. 2003).

In conclusion, the world is competitive and the need for organizational culture should be emphasized as it focuses on the human aspect of the organization creating proper systems that allow people to work together for the good of the organization. It contributes to the organizations capacity, effectiveness, brand image and brand promise.

I would feel greatly honored to be afforded another opportunity to steer this company to greater heights of prosperity.


 Black, Richard J. (2003) Organizational Culture: Creating the Influence Needed for

            Strategic Success, London UK, ISBN 1-58112-211-X

Jamlet, L. L. (2004).”Assessing the Impact of Organizational Culture on International

            Organizations” Paper presented at the annual meeting of the International Studies

            Association, Le Centre Sheraton Hotel, Montreal, Quebec, Canada Online

            <.PDF> Retrieved 2008-06-28 from

Dorothy, L.-B. (1995).Wellsprings of Innovation, Boston, MA: Harvard Business School


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Creating the Influence Needed for Strategic Success. (2020, Jun 01). Retrieved from

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