Organisational Culture

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Changing Organisational Culture

Changing Organizational Culture


The word culture represent different categories: at the level of ordinary consciousness - as a set of manners and customs, and among cultural studies and sociology, in accordance with the definition of culture as a specific way of organization and development of human life, represented in the product's material and spiritual work in the system social norms and institutions, spiritual values, in the aggregate people's attitudes to nature and each other and to ourselves. It was originally connected with a person and generated by the fact that he constantly strives to find meaning in their life and work and, conversely, no society or social group, or a person without culture, without culture. This same culture acts as a measure of implementation and development of human nature in its social activities as the measure of a man.

The purpose of this paper is to enlighten and explore the process of change in organizational culture. In addition, the paper enlightens the cultural barriers that hinder the process of organizational change in an organization. This paper aims to explore the existence of cultural barriers in organizations and strives to recommend appropriate recommendations in order to cope with them. The internationalization of business and economics for all consequential benefits nonetheless become a global problem. In respect of existing organizations, this means the need to consider differences in national cultures. Business goes far beyond national boundaries, drawing into its orbit more and more people from different cultural outlook. As a result, of cultural differences begin to play an increasing role in organizations and stronger influence on the marginal efficiency of business activities. From this and, there are cross-cultural issues in international business - the contradictions at work in the new social and cultural conditions, due to differences in thinking patterns between groups of people.

Discussion and Analysis

This section will explore the cultural barriers in organizations and highlight the key barriers that hinder the process of organizational change. In addition, this section will recommend different strategies on the basis of executed analysis in order to facilitate the smooth business practices inside an organization. For the purposes of organization's success, it is important to turn the culture dissimilarity problems into advantages (North, 1990, 24). Consequently, scientific context emphasizes the significance of cultural diversity management, seeing as masterfully managed, cultural diversity can become a resource, providing economic benefit, and competitive advantage to the company.

Cultural diversity management first of all is associated with the assurance of equal opportunities for representatives of different cultures, and social groups and this refers to more than just the observance of anti-discrimination guidelines (Alexander, 2006, 89). Moreover, cultural diversity management is an expedient and constructive use of diversity, mobilizing the potential of the staff, ensuring equal opportunities, yielding economic benefit and helping ensure competitive advantage. It is noteworthy that cultural diversity management tolerates personal differences of employees as well as enthrones them as an exceptional value (Caldwell, 2011, 10).

Impact of Globalization on the Organizational Culture

The internationalization of business and economics for ...
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