Organizational Culture: Present Trends Essay

Organizational flori civilisation has been defined as the set of sh ard values and norms that control organisational members interactions with each current(prenominal) and with suppliers, customers, and former(a) people outside the governing (Jones, 2004). serious as an organizations structure gutter be use to achieve competitive advantage and promote stakeholder interests, an organizations polish can be used to increase organisational military capability. This is because organisational culture controls the way members fetch decisions, the way they interpret and manage the organizations environment, what they do with information, and how they be contract.Culture thus affects an organizations competitive position. As culture is discussed in terms of the values and norms that influence its members behavior, it usually determines how members of a firm interpret the environment, bond its members to the organization, and give it a competitive advantage. juvenile advances that develop organizational theories that deals with culture in organizations have been instituted. These atomic number 18 ontogenesis high proceeding squad ups, managing organizational identicalness operator and managing transmutation.Organizational culture exercises a potent form of control over the interactions of organizational members with each some other and with outsiders. By supplying people with a toolbox of values, norms, and rules that tell them how to behave, organizational culture is instrumental in determining how they interpret and react to a situation. In developing concepts that enhance organizations culture would literally translate success and competitive advantage in organizations.High murder TeamsWhen exertioning with a conference or a comp both, one should be a team player in order for your tasks to be constituted success unspoilty. To quote, Someone may be great at his or her job, perhaps even the best there ever was. But what counts at acidify is th e organizations success, not personal success. After all, if your organization fails, it does not matter how great you were you argon just as unemployed as everyone else (Johnson, Kantner & Kikora, 1990). In the work environment, teams materialize to focus on tasks or gain problems that are beyond the capacity of one individual.With this type of set-up that allow originative and innovative juices to flow through the constant sharing of information, people could eliminate division of labor among the members of the team can lead to more(prenominal) effective, more efficient and less stressful workplace. Their high levels of doing with regards to quantity, quality, and timeliness of work results can contribute to their sense of satisfaction, pass overing a psychological and motivational need.With unremitting exposure to each other, team members and their superiors could ascertain whether they have a team that can continue working in concert with synergy or their togetherness po ses a detrimental effect on their output and interrelationships. In traditional organizational structures, teams were introduced and experimented on to see what works and what does not. While employees have already create their own social groups for their personal interaction with other employees, focussing devised slipway to re-group them and build teams that would be more productive for the organization.The old hierarchies were replaced with cross-functional structures that were twain bland and self-directed. The emergence of the concept of High Performance Teams evolved. To date, organizations and businesses have shifted to this kind of paradigm. They are depicted as flexible but difficult to put together, big-ticket(prenominal) but worth every cent. To build a high performance team requires a lot of work, time, effort and money. The team leader can serve to be the conduit between the team and the management or other out-of-door organizations. Coordination of the teams act ivities is also the responsibility of the team leader. some(prenominal) team leader should be able to ensure that the team maintains the complaisanceable standards of the organization. Whats important is for team members to be consistently coached by management or external agencies hired by management to continually trust, respect and support each other and the organization. Coaching coupled with their guidelines lead agree in check their members behavior and enhance their decision making skills. empowerment is a key for the advancement of these skills. To be empowered, the team needs to have information and re citations.It also needs the managements trust that they wont abuse the information or the resources they are habituated, which is often curtailed by the guidelines they have set for themselves. This empowerment leads them to change state cross-functional. They are then given a wider perspective of the processes and a detailed coverage of the activities that occur and a ddress what needs improvement in the organization. In developing work environments, more corporations are now staunch in their support for diversity. Dealing with diversity in a way that makes it a strength has come to be known as managing diversity.According to Sharon Nelton Managing diversity meant, and still means, fostering an environment in which workers of all kindsmen, women, white, disabled, homosexual, straight, elderlycan flourish and, given opportunities to pull in their full potential and contribute at the highest level, can give natural covering performance to a company (p. 19). When we refer to diversity, this could mean cultural, demographic, organizational or psychological and encompasses ethnicity, religion, gender, age, personality, values, attitudes, occupations, status, or job tenure.By working together in well-supervised teams that include women and men, young and old, minorities and non-minorities, employees can learn how to realize the full potential of div ersity. According to Goetsch & Davis (2004), diversity in teamwork can be promoted by applying the following strategies Continually assessing circumstances. Is communication among diverse team members positive? Do bias and stereotyping exist among team members? Do minorities and non-minorities with corresponding jobs and qualifications earn comparable wages? Factors that might undermine harmonious teamwork should be anticipated, identified, and handled. Giving team members opportunities to learn. Humans naturally tend to distrust people who are different, whether the differences are attributed to gender, culture, age, race, or any other factor. Just working with people who are different can help overcome this unfortunate but natural human tendency. However, it usually takes more than just working together to sort down barriers and turn a diverse group of employees into a reciprocally supportive, complementary team in which the effectiveness of the whole is greater than the spousal relationship of its parts.With regards to compensation, there should be an implementation of an appropriate compensation system. In other words, if you want teamwork to work, make it pay. This does not mean that employees are no daylong compensated as individuals. Rather, the most successful compensation systems combine both individual and team pay. In Anne Schaubers study (2001), it found that if a teams performance is duly rewarded by the organization, a culturally diverse organization may be more economical in the long run and will result in better attend to to a changing clientele.It enhances the creativity and problem-solving capabilities of the organization in such(prenominal) a way that the previously untapped talent and energy will be focused on achieving organizational goals (Schauber, 2001). Thus, diversity has function a positive contributing factor to the achievement of the goals of a high performance team. Moreover, De Vries and Manfred (2005) recently used the idea of back breaker Buddhism in leadership group train to develop high performance teams. De Vries and Manfred (2005) said that Zen Buddhism has as its fundamental purpose the awakening of the mind and the individual attainment of unearthly enlightenment.A Zen teacher is concerned with self-help and helping others with wisdom and compassion. stipulation this mindset, Zen teachers can be seen as forerunners of leadership coaches. Like Zen teachers, such management coaches provide learning opportunities by giving formative and balanced feedback. They serve as sparring partners. They help their clients reflect on their own actions. As a way of clarifying and enhancing consciousness, coaching has become the Zen for executives. With executives finally realizing the value of coaching, the coaching marketnow a multi-billion-dollar enterpriseis ballooning.Originally carried out by one-person bands, leadership coaching has become a major activity for many large consulting firms. As corporat ions are constantly seeking methods to improve their own workplace effectiveness and efficiency, individual and group performance had to be measured. Work teams transform to become empowered to make decisions and improve performance there is also an increase need for accountability. Virtually, all organizations with work teams need a means for metre their teams performance.Indeed, high performance teams coupled with diversity could spell the success of any organization or corporation in our fast changing globose environment. Managing Organizational Identity Organizational identity differs, most sharply, from organizational culture because of the prominent role of transference phenomena. The nature of emotional attachments and connectedness, or disconnectedness, is the beachhead of organizational life and the essence of organizational identity. The cardinality of this emotional substructure is curiously crucial when there is demand for organizational change and development.Chang e depends on members willingness to assume responsibility for their actions and to depart from the status quo. But this willingness is the result of plebeian understanding of shared emotions between superordinates and subordinates, and often among peers in organizations, and is the outcome of their cognizance of unconscious expectations and desires. Helping members to become aware of the structure of organizational identity and their place in it is a precondition for freeing them up for organizational change that is strategically sound and productive (Diamond, 1993, p. 7).Ravasi and Schultz (2006) had presented a recent longitudinal study of organizational responses to environmental changes that induce members to question aspects of their organizations identity. Their findings highlight the role of organizational culture as a source of cues supporting sensemaking action carried out by leaders as they appraise their conceptualization of their organization, and as a platform for se nsegiving actions aimed at affecting inherent perceptions.Ravasi and Schultz (2006) explored organizational responses to environmental changes and shifting external representations that induced members to reflect on their organizations recent and prospective courses of action and ask themselves, What is this organization really about? Although past research has documented the impact of desire images on organizational responses to environmental changes, they deemed that the influence of organizational cultureand in particular, the influence of its manifestationson the redefinition of members collective self-perceptions.They found organizational culture became the central construct in understanding the evolution of organizational identities in the represent of environmental changes, suggesting that collective history, organizational symbols, and consolidated practices provide cues that help members make new sense of what their organization is really about and give that new sense t o others. Furthermore, the role of culture in preserving a sense of specialty and continuity as organizational identity is subjected to explicit reevaluation.The findings suggest that the roles external images and organizational culture play in affecting organizational responses to identity threats may be more complementary than the current literature on organizational identity would suggest (Ravasi & Schultz, 2006). Building on evidence from their research, they genuine a theoretical framework for understanding how the interplay of construed images and organizational culture shapes changes in institutional claims and shared understandings about the identity of an organization.