Impact of organizational culture in contemporary context



Scholar have conflicting views on organisational culture some of the view that culture can driver high performance others believe there is no relationship between organisation culture and performance. CIPD (2016) makes an interesting point it suggest that organisation culture can be use to attract talent, develop company employee brand and drive performance. Further suggests culture is important speacially for employees working in an international environment. Hence its important to understand national cultures, values and behaviours and employees this way it can gain insights into the affects of cultural norms manifest in different countries and contexts (CIPD, 2016)

Hofsede (1991) defines culture in his book the software of the mind as follows “the collective programming of the mind which distinguishes them members of one group or category of people from another”. Culture is important in the organizational sense, thought Peter Drucker says “Organizational culture eats strategy for breakfast. This view is shared because many firms don’t address the culture of their organizations. The view for this is since workers may be frustrated at work due to lack of clearly designed processes such as in decision making, badly designed roles and problems of communication or numerous other challenges related to work. Therefore, it is assumed that in organizations with a clear culture employee are engaged because communication is open and there is clarity of purpose in the employee’s work, they trust the leaders and people whom they work with (Naranjo, et el., 2011)



Organizations that have rich culture are more successful and performance are better because culture assist the workforce in numerous ways. An organization with great culture has common values and common goals hence companies such as Toyota and google and more successful that ones without concrete foundations built on culture. In Toyota for instance the company culture enables maximize human resource capabilities in innovation through the process of supporting problem solving. Furthermore, Toyota’s culture considers the importance in developing culture to support its global businesses. Its organizational culture enables facilitating organizational learning and development (Meyer, 2017).
On the other hand, in the plantation sector the culture is one of unique empowerment to the managers only and its hierarchical this makes plantation company managers to be mostly autocratic and slave driven attitude among the management this is a legacy inherited by its 170 years existence.

 

Reference


Hofstede, G. (1991) Culture and Organizations: Software Of The Mind, McGraw-Hill: London.

Meyer. P., (2017), Toyota’s Organizational Culture Characteristics: An Analysis. http://panmore.com/toyota-organizational-culture-characteristics-analysis accessed Nov 2017: 3 am.


Naranjo-Valencia, J. C., Jimenez-Jimenez, D., & Sanz-Valle, R. (2011). Innovation or imitation? The role of organizational culture. Management Decision, 49(1), 55-72

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