A company's corporate culture as important to their satisfaction on the job as the activities they perform. Corporate culture drives the organization and its actions. Corporate culture is somewhat like "the operating system" of the organization. Corporate culture guides how employees think, act and feel. Corporate culture is dynamic and fluid, and it is never static. Whether you are a job seeker or an employed manager, organizational culture is important to you. If you are looking for a new opportunity, you'll want to find a company whose corporate culturem mission and values mesh with your own. Corporate culture involves responsibility in nurturing and reinforcing a supportive environment for employees, the need to know what the key considerations are for developing and maintaining a great place to work. Corporate culture may be effective at one time, under a given set of circumstances and ineffective at another time. Understanding and assessing corporate culture can mean the difference between success and failure in today's fast changing business environment.
Corporate Culture / Organizational Culture:
Understanding And Assessment
Culture drives the organization and its actions. It is somewhat like "the operating system" of the organization. It guides how employees think, act and feel. It is dynamic and fluid, and it is never static. A culture may be effective at one time, under a given set of circumstances and ineffective at another time. Understanding and assessing your organization's culture can mean the difference between success and failure in today's fast changing business environment. This article will explore some of the problems associated with understanding the reality of an organization's culture.
Corporate Culture and Safety - What is it about corporate culture that makes such a difference? In order to answer that question a working definition is needed. Several models of corporate culture have been put forth. According to Cherrington et al organizational culture is the set of key values, beliefs, and understandings shared by the group that communicate correct ways to think and act and the way things ought to be done. Corporate culture plays a vital role in predicting safety in the construction industry. Construction companies that have strong safety cultures have better safety records.
The Vital Role of Corporate Culture in
Two construction companies operating in the same community both build an average of one thousand homes per year. Both employ the same number of workers. One is consistently profitable year after year. The other is not. One has a good safety record and the other does not. What is the difference? The difference is culture. The successful company will have a strong corporate culture of safety that permeates the entire organization.
CORPORATE CULTURE, MARKET ORIENTATION, INNOVATION AND FIRM PERFORMANCE - Rohit
Deshpande and John U. Farley
To help us develop an understanding of successful Chinese companies as they emerge into a more market-oriented economic environment, a sample of senior managers in 100 Shanghai-based companies were asked to evaluate their companies in terms of innovation, market orientation and the nature of their organizational cultures and climates.
Kreps, D., Corporate Culture and Economic Theory - J. Alt and K. Shepsle (eds.), Perspectives on Positive Political Economy, Cambridge: Cambridge University Press, 1990.
Kelleher, Herb. (2001) The Culture of Choice: Assessing and Aligning Culture.
Steinhauser, Sheldon. (1998) HR Magazine Online, Age Bias: Is Your Corporate Culture in Need of an Overhaul?
Alvesson (2002), Chapter 3 in Organizational Culture.
Alvesson, M. (1993), Cultural Perspectives on Organisations, Cambridge, England: Cambridge UP
Ashkanasy et. al. (2000) Chapters 12in Organizational Culture
Barrett, E. (1992), The Strengths and Weaknesses of the Corporate Culture Analogy - "The Glue that Doesn't Stick" (Working Paper 3/92), Henley-on-Thames, England: The Henley Management College.
Burack, E. H. (1991), "Changing the Corporate Culture - The Role of Human Resource Development", Long Range Planning, 24(1)
Cameron, Kim S., Quinn, Robert E. (1999) Diagnosing and Changing Organizational Culture. New York: Addison Wesley.
Deal T. and Kennedy, A. A. (1982), Corporate Cultures, Reading, Mass.: Addison-Wesley.
Hampden-Turner, C. (1990), Corporate Culture, Hutchinson Business Books.
James, L. R., James, L. A., and Ashe, D. K. (1990), "The Meaning of Organisations: The Role of Cognition and Values" In: Schneider, B. (ed.), Organizational Climate and Culture, Oxford: Jossey-Bass
Kennedy, C. (1993), "Changing the Company Culture at Ciba-Geigy", Long Range Planning, 26(1)
Klemm, M., Sanderson, S. & Luffman, G. (1991), "Mission Statements: Selling Corporate Values to Employees", Long Range Planning, 24(3)
Kono, T. (1990), "Corporate Culture and Long Range Planning", Long Range Planning, 23(4)
Kotter, John P. and Heskett, James L. (1992) Corporate Culture and Performance. NewYork: The Free Press.
Martin, J. (1992), Cultures in Orgnaizations - Three Perspectives, Oxford: Oxford UP
Massey, J. (1994), "Cultural Revolution", Computing, 15 December 1994
Meyerson, D. & Martin, J. (1987), "Cultural Change: An Integration of Three Perspectives", Journal of Management Studies, 24(6) November 1987
Pacanowsky, M. & O'Donnell-Trujillo, N. (1983), "Organizational Communication as Cultural Performance", Communications Monographs,
Quinn, R. E. & McGrath, M. R. (1985), "The Transformation of Organizational Cultures: A Competing Values Perspective" In: P. J. Frost et al (eds.), Organizational Culture, Newburk Park, California: Sage,
Rousseau, Denise M. (1990), "Assessing Organisational Culture: The Case for Multiple Methods" In: Schneider, B. (ed.), Organisational Climate and Culture, Oxford: Jossey-Bass, 1990, Chapter 5
Saffold, Guy S. (1988) Culture Traits, Strength, and Organizational Performance: Moving Beyond Strong Culture, in Academy of Management Review. Vol. 13,No. 4,
Schein, E. H. (1985), Organisational Culture and Leadership, San Francisco, California: Jossey-Bass
Schultz, M (1992), "Postmodern pictures of culture. (Postmodern Management & Organization)", International Studies of Management & Organization, 22(2) Summer 1992
Smircich, L. (1985), "Is the Concept of Culture a Paradigm for Understanding Organizations and Ourselves" In: P. J. Frost et al (eds.), Organizational Culture, Newburk Park, California: Sage,
Thompson , K. R. & Luthans, F. (1990), "Organizational Culture: A behavioural Perspective", In: Schneider, B. (ed.), Organizational Climate and Culture, Oxford: Jessey-Bass, Chapter 9
Williams, A., Dobson, P., and Walters, M. (1989), Changing Culture, London: Institute of Personnel Management (IPM).