Interesting Facts About Organisational Culture And How It Works

In this essay I am going to critically analyse how managers behave based on Mintzberg’s roles of management, in order to successfully manage the culture of their organisation. Firstly, I am going to describe the activities managers have been engaged with in order to keep the culture of the organisation alive and stable. Secondly, I will continue by referring to how challenges can lead managers to miss significant opportunities for their business and affect their culture. Lastly, I am going to illustrate why it is important for managers to stick with their roles, beliefs and values and when they do success will follow.

Organisational culture is a pattern of basic assumptions invented, discovered or developed by given a group as they learn to cope with problems of external adaption and internal integration, which has worked well and they believe it is valuable and could be taught to new members. According to Mintzberg, managerial roles are divided to three categories, Interpersonal, Informational and Decisional.

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Managers need to adapt these roles in order to be able to manage an organisational culture and have workers look up to the manager as a person with authority and as a figurehead. Therefore, for example, organisational culture is introduced to all employees once they are recruited, this helps them to be acquitted within the organisation and the happening in the system.

In the case of a strong culture things can easily get out of control and then the organisation becomes dysfunctional. In addition to that, dysfunctional interactions contribute to a lack of alignments between cultures.

Managers need to act as disturbance handlers, according to the decisional category of Mintzberger, to control their culture. Equally important, many workers and managers from other organisations may have different cultures, values and beliefs. Difficulties in communications may arise from failing to recognise and accommodate differences in values. However, difficulties in communication may not be the only issue for managers, as this could also prevent managers from two companies to share information and cooperate. Complications arise when people with assumptions developed in a group need to work with people from another, for example, this prevented two groups of healthcare professionals from using a shared information system. This would save time and improve patient care, but cultural beliefs meant too much that neither group would accept information prepared by the other. Therefore, managers need to adapt roles in addition to be prepared for these kind of challenges.

The culture of organisations are social glues that bond employees together, makes them feel as a part of the organisation, bring out the best in them in terms of efficiency and effectiveness in achieving organisational goal. Therefore, elucidating the impression that it is enduring managers become leaders to motivate subordinates, to advise and influence in order no worker feels left out. In addition to this, culture focuses on the values, beliefs and meanings used by the members of a group and how its uniqueness originates, evolves and operates.

In conclusion, organisational culture is associated with an organisational sense of identity, its goals, its core values, its primary ways of working and a set of shared assumptions. If managers engage with their roles and identify challenges beforehand and be able to critically analyse opportunities given to them, then success and profit will follow.