Assessing the Organizational structure and culture Essay

Today organisations have to set excessively many dramatic alterations, runing from cardinal restructuring to radical displacements in traditional values. These needed alterations are mostly attributed to drastic alterations in the manner in which organisations respond to the environment in which they operate ( Benecke R, 2009 ) . Globalization and the attendant promotions in information engineering are the two chief subscribers of modern organisational structuring, both of which pertain to extremely complex communicating activities and considerations that have become portion of the organisations passage with micro ( i.e. inter-organizational activities ) every bit good as the macro systems ( i.e. transitional synergisms, strategic geographic placement, etc. ) . This reflects a paradigm displacement from traditionally “ closed ” operating processs ( characterized by one-way hierarchal inter-organizational communicating ) to extremely flexible and advanced modern-day organisations which. The paradox here is that organisations need bing paradigms in order to do sense of the current state of affairss and this can pin down organisations in current paradigms ( Verwey & A ; Du Pooly-Cillers, 2003 ) .

In order to better the public presentation, organisational construction and civilization is of import. Organizational constructions have typically been classified as either centralized or decentralized, with a centralised attack, one or a really few top directors retain most of the determination doing authorization. Centralization is negatively associated with public presentation, because decision-making is removed from daily activities, critical determinations may be delayed. Decentralized constructions tend to let faster response to events and chances ( Autry, C.W, 2001 ) .

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Culture has been characterized by many writers as “ something to make with the people and alone quality and manner of organisation ” ( Kilman et al, 1985 ) , “ the manner we do things around here ” ( Deal and Kennedy, 1982 ) , or the “ expressive non-rational qualities of an organisation ” . From the anthropological school, civilization is conceptualized either as a system of shared knowledges or as a system of shared symbols and significances ( Siew K.J.L & A ; Yu K, 2004 ) .

Until late, civilization has been examined with public presentation and effectivity. Nohria et Al ( 2003 ) suggest that constructing the right civilization is imperative to do the operation successful. These high-ranking public presentation organisations design and support a civilization that encourages outstanding person and squad part, one that holds employees responsible for concern.

Harmonizing to Akkermans et Al, ( 1999 ) International dimension was non identified as a major obstruction on the route to effectual operational direction. But Ghemawat ( 2001 ) argues that globalisation of a concern, if non approached carefully may take to expensive errors. He pointed out civilization differences, which means difference in work civilization, are an of import factor to see in operational direction. Harmonizing to Smagalla ( 2004 ) , , in Japanese-owned logistics companies in Europe, Nipponese directors and their domestic work force have trouble accommodating their conflicting doctrines. That contributes to the weak public presentation. Non-Japanese staffs were frustrated that, among other things, proposals moved easy through multiple channels before determinations could be made. Hence, in order to cut down the negative impact due to the civilization distance, modern-day organisations should promote advanced organisational civilization to pull off any contingencies in order to hold effectual operational direction.

Taking the illustration of supply concatenation direction, harmonizing to Mello and Stank ( 2005 ) , a house must set up a civilization orientation to steer decision-making and job work outing both inside the house and within the boundaries of a supply concatenation prior to successfully implementing supply concatenation direction. A supply concatenation cultural orientation espouses the direction of intra-and inter-firm supply concatenation flows in a synchronised manner to make client value, sing the supply concatenation as a whole instead as a set of disconnected parts executing their ain map ( Mentzer et al, 2001 ) . For illustration, with its tremendous size, Wal-Mart ‘s organisational civilization and supply concatenation scheme impact how its providers and distributions portion relevant information and make concern with one another. Procter & A ; Gamble was successful as one of the early logistics pioneers in portion because its logistics and supply concatenation leaders had strong vision, were originative and advanced, and were willing to alter the manner the game was played ( Harps, 2003 ) .

2.2 Culture and alteration

Organizational civilization has become an indispensable component in our apprehension of organisations. There is interrelation between this and other constructs such as leading, organisational construction, motive, power and scheme ( Linstead, et Al, 2009 ) . More late, there has been a turning acknowledgment that it is impossible to untangle civilization as a ‘variable ‘ from other elements of the organisational context. However, one of the chief grounds for the rise in involvement in organisational civilization was to understand how it impacts on organisational alteration: for a clip it was seen as the concealed obstruction to success ( Linstead, et Al, 2009 ) .

Presents, the concern environment is altering fast. The alterations in engineering like cybernation and e-commerce have created a quantum spring in informations communicating, work procedures and the manner of making concern. With the impending move toward globalisation and liberalisation of markets, organisations have to be prepared to get by with the rapid alterations in the concern kineticss. Every organisation must subject to the changing demands and alterations in the environment. Changes within an organisation take topographic point in response to concern and economic events and to procedures of managerial perceptual experience, pick, and actions where directors see events taking topographic point that indicated the demand for alteration ( Rashid, et Al, 2003 ) .

Many organisations found alteration to be a existent challenge. The alteration procedure in each organisation is alone in each state of affairs, due to the differences in the nature of the organisation, the nature of the concern, the work civilization and values, direction and leading manner, and besides the behaviour and attitude of the employees. Further, the hazard of failure is greater as people are by and large immune to alterations. For some, alteration may convey satisfaction, joy and advantages, while for others the same alteration may convey hurting, emphasis and disadvantages. Cao et Al ( 2000 ) believed that organisational alteration showed a diverseness of the organisation in its environment, and besides the interaction of the proficient and human activities that had interrelated dimensions in the organisation.

Organizational civilization refers to a set of shared values, belief, premises, and patterns that form and usher members ‘ attitudes and behaviour in the organisation ( Wilson, 2001 ) . Harmonizing to Rashid et Al ( 2003 ) organisational civilization plays an of import function in the prosperity of the alteration procedure. If organisational civilization promotes resolved dedication to the organisation ‘s mission and ends, speedy response to alterations in the environment, and an involuntariness to accept hapless public presentation, people are much more receptive to alter. Meanwhile, people are less tolerant to alter if the organisational civilization promotes a tolerance of hapless public presentation on the portion of friends, an “ overdone concern for consensus ” when friends are loath to differ with or dispute or knock one another, deficient focal point on mission, scheme, and ends.

2.3 Culture and acquisition

Organizations, as a effect of technological alterations and wider cognition attached to them, are today confronting an environment characterized by increasing degrees of complexness, globalisation and dynamism. Therefore they need to pay greater attending to the development and saving of internal accomplishments and capablenesss, which means altering both the cognition base within a house and the manner the house uses its bing cognition to vie ( Susana, et Al, 2004 ) . Consequently, the constitution of a cognition scheme may be considered the best manner to impart the organisation ‘s attempts to this terminal. Many companies, being cognizant of this fact, construct up proficient substructures which support cognition acquisition and distribution at the same clip as they focus their attending on quality control, stock list control and occupation design, among others. However, an inordinate focal point on proficient jobs instead than on societal facets consequences in failure among most of these companies ( Cross and Israelit, 1999 ) .

Susan et Al ( 2004 ) stated that the collaborative civilization encourages the development of organisational acquisition, which at the same clip, has a important consequence on concern public presentation. Nowadays, there is an increasing consensus on the thought that organisations doing the attempt to present a civilization which encourages communicating among their members, experimentation and hazard pickings, and motivates employees to oppugn cardinal beliefs and work forms, will accomplish a favourable working ambiance for the development of their capacity to larn. For illustration, Google recognizes that it is non plenty to let anyone at the house to post ideas for new engineerings and concerns to get offing lists. They have instituted back uping procedures that are led by direction. Marissa Mayer, the Director of Web Products at Google, has unfastened office hours much like a college professor where employees can speak through thoughts. Google ‘s individualized place page came out of this procedure ( Google ‘s civilization of invention, 2005 ) .

3. Organizational control

Control was viewed simplistically as a series of techniques for mensurating the effectivity of other direction maps such as planning, forming and taking, and as the footing for taking appropriate disciplinary action when that effectivity was seen to be missing ( Linstead, et Al, 2009 ) . It is necessary for direction since the primary function of direction is to guarantee the prolongation of order and organisation, to maintain an organisation in being by maintaining it under control. However, direction control is a peculiar signifier of control which associated with keeping a societal order, since direction involves acquiring things done through other people. These people can non be told, in progress, how to make every individual thing or how to react to every peculiar state of affairs that may face them in their organisational lives. Alternatively, direction control must work by prosecuting employees in such a manner that they are still willing and able to deploy their enterprise to guarantee that the occupation gets done successfully.

There are two dimensions of organisational control. Formal controls tend to be those associated with the rights and duties delineated for a bureaucratic office, the clearly spelt-out, frequently written, regulations and processs intended to regulate persons ‘ behavior and their interrelatednesss at, and between, peculiar topographic points in an organisational hierarchy ( Linstead, et Al, 2009 ) . While, informal control are those associated with usage and pattern and the civilization norms that pertain in a peculiar location. Nevertheless, consideration of the ways in which formal controls combine into control systems does supply a utile manner in to analysis of how control is exercised in organisations. Therefore, formal control has become of import in modern-day organisations. The cardinal indispensable elements of such a system and its control are represented schematically in Figure 3.1.

Figure 3.1 Control System

The productiveness of an operation is related to how efficaciously the resources that are input in a procedure ( fabricating procedure, service procedure ) are transformed into economic consequences for the services supplier and value for its clients. The control system goes through rhythms in which public presentations are compared with outlook and if outlook is non being met, so disciplinary action is taken.

Directors ever try to better the competitory advantage of their companies by implementing a sequence of organisational alteration enterprises. However, with the uncertainness, complexness, and instability caused by rapid engineering alteration and intensified competition originating out of globalized systems of trade, finance and production, organisational, control system and public presentation rating are needed for corporation in order to guarantee the effectual execution of company ‘s schemes.

Performance rating and control systems may be defined as any combination of societal and proficient agreements which, in the visible radiation of holding assessed any member ‘s yesteryear, current or future undertaking public presentation, generates and implements actions that attempt to either reinforce or correct that degree of public presentation. Examples would include: budgets, MBO, systematic attacks to recruitment and choice.

Budgeting is an organisation procedure that involves doing prognosiss based on the proposed scheme and programmes. The prognosiss so are used to build a budgeted profit-and-loss statement ( i.e. profitableness ) . The budget plays a cardinal function in an organisation ( Hollensen, 2006 ) . It moves the organisation from an informal reaction method of direction to a formal controlled method of direction. It can besides move as a incentive and communicator, every bit good as aid in functional co-ordination and public presentation rating.

Harmonizing to Johnson et Al ( 2001 ) , employees are cognizant of what public presentation rating and control systems wages and modify their undertaking behaviours to accommodate this. They may go unwilling and unable to dispute the go oning relevancy of the aims which are operationalized by a system substructure even where such aims are no longer relevant to their effectual occupation public presentation. If persons fear that the control procedure will be used non merely to judge their public presentation but as a footing for penalizing them, so it will be feared and reviled. Hence, direction progressively seeks to pull strings what employees ‘ value by assorted efforts to pull off organisational civilization. As Ouchi ( 1980 ) has observed, where accountants have neither expert cognition about how task public presentation should be performed, nor the ability to mensurate undertaking public presentation end products in a valid and dependable mode, a feasible alternate agencies by which end congruity might be established is through secret agents ‘ committedness to the organisational collectivity on the footing of shared beliefs and values, for case, civilization control. For Kanter ( 1989 ) , if the appropriate values and attitudes are internalized, a common sense of intent or “ moral engagement ” , activated through emotion and sentiment, develops which makes the changeless surveillance of employees, as a signifier of control, excess since secret agents will continue to exert self-denial in a mode commensurable with managerial purposes and aims.

3.1 Organizational control and corporate civilization

Corporate civilization is a signifier of normative control ( Wattle, 2000 ) . Normative control can be describe as a system of control that “ plants internally by breeding people with subjective properties and temperaments, which are compatible with the care of certain types of work organisation ” ( Fleming & A ; Stablein, 1999 ) .

Corporate civilization is progressively recognized as an of import agencies of commanding workplace activities. Corporate civilization as a signifier of normative control is surprisingly effectual for advancing teamwork in organisations. Advocates argue that civilization edifice cultivates a shared significance and intent among team members ( Fleming & A ; Stablein, 1999 ) , tackling their committedness and energy towards efficiency and productiveness. As a consequence, members are more willing to portion their experience and cognition with their opposite numbers, easing cooperation and common answerability. Promoting teamwork requires the use of squad values, norms, and beliefs, so that members become much more loyal and devoted to the squad and organisation ( Fleming & A ; Stablein, 1999 ) . This use is achieved through planing workplace activities, runing from day-to-day communications to corporate meetings, developing Sessionss, and peer assemblages. Directors design the ways in which these activities are performed and employees are responsible for the care of those activities. They learn about squad values through their engagement in socialising with others. Once members have internalized these values, they come to train themselves in squads without the demand for managerial control.

However, this signifier of control is non every bit perfect as it has been by and large envisaged. Although corporate civilization is effectual in furthering squad spirit in organisations, members however experience intense equal force per unit area among themselves ( Ezzamel & A ; Willmott, 1998 ) . Not merely are members under changeless supervising by their opposite numbers, but besides are required to actively supervise their ain squad public presentation ( Ezzamel & A ; Willmott, 1998 ) . Peer competition is intense. Some people argued that squad members, in fact, do non derive a sense of authorization, ownership, and engagement. Rather, they frequently experience negative emotions such as ambivalency, anxiousness, fright, and force per unit area ( Wattle, 2000 ) . Further, employees ‘ opposition to managerial patterns of squad edifice is a common phenomenon in the modern-day workplace. Depending on different state of affairss, the strength of their opposition can run from a simple maneuver of indifference to an active enterprise of pull stringsing critical information. These issues raise uncertainties about its effectivity as a signifier of normative control. Hence, informal control, for illustration, emotional control is needed sometimes.

3.2 Organizational control and managing cognition

Harmonizing to the knowledge-based position of the house, the singularity of a house ‘s cognition plays a cardinal function in its sustained ability to vie ( Turner & A ; Makhija, 2006 ) . Constructing competitory advantage involves making and geting new cognition, circulating it to allow parts of the house, construing and incorporating it with bing cognition, and, finally, utilizing it to accomplish superior public presentation.

Organizations in dynamically altering environments should act by experimentation. Since they will come across few enduring optima, they ought to pitch themselves to impermanency and be after as if their determinations were impermanent and likely imperfect solutions to altering jobs ( Lamb et al, 2006 ) . Knowledge direction systems should be set up for experimenting, emphasize ratings, and be easy to re-arrange and adapt with altering concern environment. Although dynamically altering concern environment defies anticipation, nevertheless, such organisations are more cognizant of the insufficiency of the prognosiss based on historical informations and are therefore better prepared to accommodate consequently.

Harmonizing to Turner & A ; Makhijia ( 2006 ) , despite the unobservable nature of cognition, the house has other more readily discernible characteristics that can be used to light both the belongingss and usage of its cognition. A peculiarly utile characteristic of the house in this respect is its organisational control systems.

Two peculiar characteristics of controls play an built-in function in the house ‘s ability to pull off its cognition. First, control mechanisms have built-in information processing belongingss. Such mechanisms, whether they encompass modus operandis, coordination mechanisms, or organisational norms, authorization specific relationships between persons and groups that influence how information is shared and cognition is disseminated within the house ( Makhija & A ; Ganesh, 1997 ) .

Second, controls create inducements and deterrences for organisational members to act in a mode consistent with steadfast ends and aims ( Turner & A ; Makhijia, 2006 ) . Since meeting ends and aims requires the usage of cognition by organisational members, the purposeful structuring of control mechanisms by a house in bend directs the type of cognition direction behaviour exhibited.

Harmonizing to Malhotra, Y ( 2002 ) , organisational ends and results are interpreted in footings of non lone accomplishment of such intermediate results, but besides in footings of how histrions ‘ cognition behaviours and actions relate to organisations ‘ competitory advantage. Existing research has implicitly assumed that the controlee would modify 1s behavior to conform to the organisational result or public presentation steps specified by the accountant. The inexplicit premise in this theoretical account is that the controllee ‘s ordinance is governed by one ‘s fright of penalty or expectancy of wages and the conformity of the controlee has been considered a given. This model of direction has dominantly interpreted cognition direction in footings of control by conformity of those entrusted with use, processing, creative activity, airing and sharing of cognition. Example of operational steps frequently recommended for easing cognition direction, such as fillips and inducements, illustrate such enforcement of cognition direction by decree.

3.3 organisational control and organisational development

The traditional control attack has stressed single control, centered on chief agent ( management-subordinate ) relationships, hierarchy of authorization, concatenation of bid, and bureaucratic control. However, these mechanistic attacks are presently being substituted or replaced by organic-based procedures and constructions of team-based control systems.

Consequently, team-based direction controls, a signifier of normative control, are being used in fabricating organisations to supervise production quality and cost control, manage incentive systems, design and implement procedure invention alterations in direction accounting systems such as activity-based costing ( ABC ) . Based on the position of Sisaye ( 2005 ) , many organisations have implemented new or rising direction control techniques that stress group/team control structures such as TQM and concern procedure reengineering ( BPR ) and accounting control systems, for illustration, activity-based costing, since organisational development ‘s structural alteration attack has advocated coincident alterations in all organisational control system. TQM, BPR and ABC are implemented to back up more flexible organisational constructions and systems to pull off squads and procedure invention alterations ( Sisaye, 2001, 2003 ) . These organisational control techniques have shifted the footing of direction control systems from run intoing separate, separately based budgetary ends to a squad based public presentation steps that are dependent on the accomplishment of organisation broad ends.

Meanwhile, another signifier of formal control, input control, which refers to the discernible and formal bureaucratic homo resource direction patterns such as choice and preparation, was suggested by YU et Al ( 2008 ) that it is an of import factor in making positive organisational alterations and there is an interaction between undertaking features in footings of programmability, control mechanisms and the capacity for betterment in organisational development. It is the most appropriate scheme when information about what should be performed in a occupation is uncomplete and the criterions of desirable public presentation are equivocal ( Ouchi, 1979 ) . It relies to a great extent on the choice procedure as an effectual control. In international joint ventures, the choice of general directors and the direction squad is important to the success of concerns because it has a direct deduction in organisational public presentation every bit good as betterment ( Petrovic and Kakabadse, 2003 ) . Experiments showed that developing intercession creates desirable alterations in public presentation ( Lanigan and Bentley, 2006 ) .


Recently, the reaching of growing in international competition has given prominence to the importance of cost as a competitory tool and the demand to set about alterations in organisational constructions and systems. Organizational civilization and formal control demand to be considered when organisations have to set many alterations to accommodate the environment. Playing attending on civilization can stress the communicating in the international concern every bit good as cognition acquisition for employees to better their working effectivity. Meanwhile, organisational civilization plays an of import function in the prosperity of the alteration procedure.

A better control system can maintain the companies ‘ operations in control and without large errors. Formal control like budget, TQM, ABC or team-based direction control provides a utile manner in to analysis of how organisations operate in day-to-day life. Hence, it is of import for modern-day organisations to pay attending on organisational civilization and formal control in the operation.

Mentions and Bibliographies

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Mentzer, J.T. , DeWitt, W. , Keebler, J.S. , Min, S. , Nix, N.W. , Smith, C.D. and Zacharia, Z.G. ( 2001 ) , “ What is supply concatenation direction ” , in Mentzer, J.T. ( Ed. ) , Supply Chain Maganement, Sage, Thousand Oaks, CA, pp.1-26

Md Zabid, Abdul Rashid, Murali Sambasivan and Abdul Rahman ( 2004 ) , “ The influence of organisational civilization on attitudes toward organisational alteration, ” Leadership and Organizational development Journal, Vol 25, Issue 2

Smagalla, D. ( 2004 ) , “ Supply concatenation civilization clang ” , MIT Sloan Management Review, Vol.46, No.1, pp6-6

Wattle C, ( 2000 ) , ” corporate civilization as normative control: a survey of Hong Kong employees in a team-based organisation ” Retrieved on November 30, 2009 from hypertext transfer protocol: //

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