Organisation need strong culture Essay

Custom Student Mr. Teacher ENG 1001-04 8 May 2016

Organisation need strong culture

In this essay, I will describe the topic “organisation need strong culture” and the article will evaluate the understanding and meaning of culture on behalf of post-bureaucratic era. I certainly come to an agreement with the statement that for constructing a good organisation we should have very strong culture. I believe culture can make the revolution on an organisation. At first section I will demonstrate the concept of culture and how it can be done for an organisational life, according to the text book. Then the next part is about who is acting on the culture and when the culture was born in the organisation, drawn by Parker M. (1999).

In the third section I will introduce the relationship of different organisational culture and what is possible to do by a strong culture in an organisation, in Alvesson and Willmott, 2002 view. However, culture is not the only thing that build up a good organization, there are some other necessary thing introduce by Brewis J. (2007) for running an organisation. Indeed, there are some example will be used in each section. My overall arguments I will summaries in the conclusion and how all the reference support me to established my arguments

At the beginning we need to understand what the culture is and how it is formed. Basically organisational culture is personal experience, which produced different sort of organisational perspective. By managing a strong leader for an organisation can introduce a strong culture. Managing the culture is not as easy as we thing, managers have to use various types of knowledge to control the culture, such as psychological and managerial knowledge. Schein (1997) define culture into three level Artifacts, Values and Basic Assumptions, where it can be organisation interior design, uniforms and espoused values like employment opportunities is equal. To illustrate, about creation of the strong culture we can use the story of “peter and waterman: McKinsey changing the world of organisation”.

This two consultant start their concept with unifying culture-which used by everyone in the company and makes it great organisation. Because of that they have finance very easily and become one of the most promising consultant farm in the world. There are different prospective on culture, integration perspectives which creates by all the entities of the organisation, differentiation and fragmented perspective. By introducing a strong culture organisation can be reached top level, but it can be turned other way around, if not follow proper step.

There is so many opinion about the contributor of creating the culture in an organisation and some are thing whole organisation is a big families. As we can introduce management are the main actor to develop the culture for an organisation. All the entities of the organisation from top to lowest level, share their duties with each other for companies prospective. The first time organisational culture characterise was 1979 in a conference organised by University Of Champaign-Urbana and second the article by Andrew Pettigrew. Culture is very powerful way of open up various types of question about a contemporary organisation.

If we can apply the term culture in an organisation, it can take to the top position, however, if we want to use the culture we need to gain some important insights, such as a set of beliefs, values and norms, rules and various others criteria of individual organisation. For developing the culture in an organisation historical data is the one of the important source. By researching the legendary stories and activities we can apply the data to make the organisation culture strong and positive to its act. If we want to run the establishment, we need to know about its society history.

We can define the organisational control culture in two most promising layers where one of them is technocratic layer and other is socio-ideological layer. This both layers related to each other, where use of performance measure mainly control by technocratic layer and values, meanings and identity, including idea those are control by socio-ideological layer. The control of two layers not much accompaniment or balance, as inform and provender upon each other. One of the advantage of organisation is strong culture, it is very intensive which makes it very special. If organization likes it or work with it, its show very positive attributes or if dislike its goes negative.

In an organisation everyone is force to participate for its goal, if you take it intensively, otherwise it’s very stressful. In this situation social construction leading to the mental cage and providing us details of how it’s produced. The strong culture is beneficial in the service sector, because of its member is responsible to deliver the service for these organisation. If the culture is strong, people do the job, because they thinks it is right to do so. . It also introduce quicker production, increase growth, efficiency, reduce behavior of counterproductive.

On the contrary, a good organisation is not only the introducing of strong culture, even though it is very popular. There is so many other criteria that we have to do accomplished to establish an organisation with strong base, like leadership, quality control and so on. Leadership is the most powerful media of a company which helps running the organisation, if we have strong leader we can build easily a strong culture through to the organisation families. Indeed, quality control also helps to build powerful community around the institute.

There is not only one culture that fit all the organisation, every organisation has their own different culture which created by their management for running their business smoothly and perfectly. If we want to change the culture to each other, it has clear warning about the organizational economics and potential market. However, all the component of the organisation are related to each other, like a strong leadership create strong culture and the culture provide the great productivity. Without leader cannot be make good social environment in the organisation. Moreover, only leader cannot be make an organisation successful, where you must need to present the culture.

To summarize, it is not actually functional or technical, but in the sense of ignoring to collect the thing in to their face value it is rather critical and also critical for appreciating the character of inequality and power in establishing organizational culture. And also manage who are believing the culture is the most sophisticated to the way they want to understand and use it. In order to demonstrate a few issue illustrate above in more depth, this essay consider strong culture to be the most important criteria of an organisation. According to the Text Book and Parker M. every organisation should present a strong culture for running the organisational life perfectly.

In Alvesson and Willmott point of view, organisation culture has two layer, which both are perfectly related to each other and Brewis, J. define that culture is not only thing we have to have in the organisation, but what are the other thing needs for organisation it is related to the culture. If we analysis the essay we can see all of the references is supporting to the value of strong culture of an organisation. So, we can finally reach to the decision the “organisation need strong culture”.

1.Clegg, S. R., Kornberger, M., & Pitsis, T. (2012). Managing and organizations: An introduction to theory and practice (2rd Ed.). London: Sage. Pages217-248

2.Dan K®arreman and Mats Alvesson Cages in Tandem: Management Control, Social Identity, and Identification in a Knowledge-Intensive Firm. Organization 2004; vol.11, no 1; page 149-175.!/Menu/general/column-content/attachment/karreman%20alvesson.pdf 3.Parker,M. 1999, Organizational Culture and Identity: Unity and Division at Work, Sage, London.

4.Brewis, J.2007,’culture’, in d. Knight & H. Willmott(eds), introducing organisational behaviour and management, Thomson learning, London, pp. 344-74.

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