GO GOLF

Go Golf Case Study

Abstract

Organisational culture is the set of shared beliefs, values, and norms that influence the way members think, feel, and behave. Culture is created by means of terminal and instrumental values, heroes, rites and rituals, and communication networks. The primary methods of maintaining Organisational culture is through the socialization process by which individuals learn the values, expected behaviours, and social knowledge necessary to assume their roles in the Organisation. Sometimes an Organisation determines that its culture needs to be changed. The change cycle includes the following components: external enabling conditions, internal permitting conditions, precipitating pressures, triggering events, cultural visioning, culture change strategy, culture change action plans, implementation of interventions, and reformulation of culture.

Table of Content

Abstractii

Introduction4

Organisational Culture Control Model5

Social Norms6

Shared Values6

Instrumental values6

Terminal values6

Shared Mental Models and Consensual Schema7

Comparison of Control versus Adaptation Model7

Reason for Choosing Cultural Control Model8

Key considerations in selecting employees at GG9

Geert Hofstede Cultural Theory10

Comparison and contrast of cultural profiles of new versus old subsidiaries11

Five key observable artifacts and behaviours to understand cultures of organisations12

Five necessary competencies for becoming a manager in countries with different culture13

Five primary ways of cultural diversity to achieve competitive advantage15

Conclusion15

References17

Appendix19

Go Golf Case Study

Introduction

Corporate business environment is becoming more and more globalized, by extending their relationships with international companies. Hence, in order to build high performing organizations managers need to know how to effectively manage organizational changes and understand the relationship between organizational culture, national culture and organizational change. When an organization's culture is impacted by the wider societal values and understandings, it may exacerbate the degree of resistance to change as such values and understandings cannot be changed easily because of their societal roots and socio-dynamic nature.

Organizations require more of their technical experts to consolidate their technical and functional mastery, and build an arsenal of tools and techniques around them to lead to significant behavioural change and organizational improvement for the new business models in all sectors.

Culture is a very complex topic, therefore in every era; culture has defined in different perspective throughout the history. The concept of the organizational culture mainly focused after the discovery of the relationship between culture and performance. In present era, the organization world has standard meaning and definition in the management dictionary because of its importance and practices. It is the most difficult to elaborate the organizational culture in universal form because of cultural differences. Schein, a well known organizational theorist has developed organizational culture model in which culture referred to the combined knowledge shared by a group of associates within the society. This model moved the confusion that, there are three different stages which shape the organizational culture; artifact, bottom line artifact and deepest level.

The visible and tangible product referred to surface of culture (artifact). The next stage of culture is ethics and norms (bottom line artifact) which are referred as associates ethics as actual and accurate. This stage leads towards the ethical supervision of the group of members. The third level of culture, unconscious taking for a granted believes and feeling of the ...