C67AS Academic Skills Assignment Sample
Management
1. Define organisational culture, giving examples from the literature. How does it relate to corporate responsibility?
“Press, W. (2002). ‘JOURNAL OF ORGANIZATIONAL CULTURE, COMMUNICATIONS AND CONFLICT”
Introduction
Organisational culture refers to the system of values, beliefs, and behavioural patterns that drive members to make individual choices and decisions. It is stated to be the way where members within an organisation interact with each other and with other stakeholders (Press, 2002). On the other hand, the term “Corporate responsibility” has garnered a lot of importance in recent years. The influence of organisational culture influences everything right from effective decision-making, to communication styles and performance standards.C67AS Academic Skills Assignment Sample
For example, the CEO, of Apple Inc has enforced personal experience for employees that have greatly contributed to the development of the organisational culture at Apple (Pathiranage et al., 2020). The effective cultural integration of Apple Inc is an example of illustrating the personal culture and assumptions of the founder that have a higher influence on the organisation. The cultural development of Apple includes the development of simple and elegant products.
“Scott, C.P. and Wildman, J.L. (2015). Culture, communication, and conflict: A review of the global virtual team literature. Leading global teams: Translating multidisciplinary science to practice, pp.13-32”
Introduction
The organisational culture is strongly intertwined with CSR and it shapes the value and behaviour that underscores the approach of the firm toward social, environmental, and ethical challenges (Scott and Wildman, 2015). On the other hand, culture offers an additional layer of complexities that needs to be overcome while measuring the impact of other related determinants. Business owners highly empower their employees to take part in crucial decision-making with open and transparent communication channels for inspiring employees and enhancing performance. Interpersonal and relevant communication skills are responsible for making and breaking career success within the organisation.
It has been well explained that individuals need more and more skills to become an important part of the continuing expansion of business globalisation and utilisation of interdepartmental teams. The role of managers in managing the innovativeness factor of the firm has a crucial part to play and taking steps toward organisational innovation. Based on the research work of Scott and Wildman (2015), culture might offer an overarching framework allowing employees to align employee behaviour with the objectives of the innovation.
“Soltani, I., Damirchi, Q.V. and Darban, M.Z. (2011). Organizational culture and organizational innovation. Arabian Journal of Business and Management Review Vol, 1(4)”
Introduction
Business and technological adaptations are even threatening organisational sustainability and the modern organisation faces complex issues. As mentioned by Soltani et al., (2015), turning an innovation organisation means being competitive enough in the dynamic changing business scenario. This is apparently done to satisfy the customers and their unlimited expectations. Firms are required to make themselves oriented to the needs and desires of the customers and fullfill their latent requirements. Thus, this will help in offering products and services that are perceived to be immensely valuable.
For instance, the culture of IBM prioritises long-term thinking and it is highly commitment to the employees (Pathiranage et al., 2020). The brand focuses on prioritising the success of clients and ensuring long-term and strong association. As mentioned by Ojo (2010), the values present the beliefs of the organisational members and their business strategy. When employees as well as business managers create respect and integrity within employees, they are able to support each other with integration of expertise for enhancing the overall corporate performance. The comprehensive CSR initiatives focus on sustainability, ethical practices, diversity, and technological leverage.
“Kossek, E.E. and Lambert, S.J. eds. (2004). Work and life integration: Organizational, cultural, and individual perspectives. Psychology Press”
Introduction
Innovation might refer to new services and products, new operation procedures, new production technology, or might management strategy of an organisation. Based on the views of Kossek and Lambert (2004), the cultural perspective is increasingly important to understanding structured forms and is characterised by loss control, difficult monitoring, and less effect. On the other hand, regardless of the cultural implications, quality control in a strictly structured firm might be achieved with close monitoring of performance. On the other hand, the lack of cultural awareness, foreign language skills and unable to understand the non-verbal cultural significance might create communication channels in a highly diverse workforce culture.
Culture shapes the way an individual perceives behaviour, thinks, and acts. In simple terms, the cultural organisation develops a framework that is considered important for achieving humanity. In order to better delve into the concept of culture organisation it is important to embrace diversity prevailing in the societies and its concern for understanding the key value of the organisation. As per the views of Kossek and Lambert, (2004), the implementation of various non-verbal communication styles intends to engage one in the body language and send the mixed messages. For instance, direct eye-to-eye contact is immensely important for establishing respect. On the other hand, direct eye contact is regarded as intrusive and rude. Thus, in order to conduct a successful international business transaction, it is important for the management to respect every cultural and communication style.
References
Kossek, E.E. and Lambert, S.J. eds. (2004). Work and life integration: Organizational, cultural, and individual perspectives. Psychology Press.
Linnenluecke, M.K. and Griffiths, A., 2010. Corporate sustainability and organizational culture. Journal of world business, 45(4), pp.357-366.
Ojo, O. (2010). Organisational culture and corporate performance. Journal of Law and Governance, 5(2), pp.1-12.
Pathiranage, Y.L., Jayatilake, L.V. and Abeysekera, R. (2020). A Literature Review on Organizational Culture towards Corporate Performance. International Journal of Management, Accounting & Economics, 7(9).
Press, W. (2002). ‘JOURNAL OF ORGANIZATIONAL CULTURE, COMMUNICATIONS AND CONFLICT’.
Scott, C.P. and Wildman, J.L. (2015). Culture, communication, and conflict: A review of the global virtual team literature. Leading global teams: Translating multidisciplinary science to practice, pp.13-32.
Soltani, I., Damirchi, Q.V. and Darban, M.Z. (2011). Organizational culture and organizational innovation. Arabian Journal of Business and Management Review Vol, 1(4).
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