ORGANIZATIONAL CULTURE

Evaluate the impact of organizational culture on the effectiveness of operations

Part A: Considering the history of OCCM theory, explain to what extent OCCM theory simply records management practice of the time that the theory was developed as opposed to being in advance of practice and therefore providing new thinking.

Considering the history of the OCCM theory, it can be said that it does not simply records management practices. The organizational culture depends on various factors and keeps on changing with time and need.

Corporate Culture and Management

More and more areas of management are now using the concept of culture. However, companies are not interested in the culture itself but work on the crop to solve concrete problems: problems of strategy, mergers, staff mobilization, restructuring, or communication. Culture is a means to better address these problems (Beer, Nohria, 2000).

Activity Management

Three aspects characterize the activity of management: it is an action on a community, group, and designed to achieve a result.

The action of management is not confined to the application of laws or models. It is based on references and is the result of personal investment that drives it. To conduct an activity, the management must take account of people but it is not sufficient because a group is not the sum of individuals. Culture helps to understand the community. It believes that any community creates a wealth of references that are both the result of his experience and reference for dealing with future situations. Highlighting the culture is to clarify the logic underlying the functioning of a human group (Beer, Nohria, 2000). Culture, in its management, is to admit that the company is a company fully human. The company has a rationale, objectives, constraints and management is committed to achieving them. Culture is the underlying level of rules and systems management. Indeed, success in the management of peoples just as much quality as the manager of the adequacy of personnel management. Culture is also a source of behavior therefore performance because it generates a certain conception of the company's business, profession or effectiveness. Thus, in its definition, management for collective action and the culture seems to be a product of this collective action (Beer, Nohria, 2000).

The need references

Everyone needs a day in her life to clarify the true principles that will guide their choices. It is the same for organizations: more problems, the greater the situations encountered are new and need more references arise. In each of our actions, we use most often unconsciously references. Thus, faced with a situation, everyone will bring their own frames of reference to understand reality. One cannot function without the references because they help to analyze and anticipate. But one might ask the question of the origin of these references. Can we create or should get them somewhere? In any case, it is increasingly facing a need references because they are the cause of behaviors (Beer, Nohria, 2000).

The culture in practice

The culture was discussed as a factor in performance. This is expected to mobilize around common goals, ...