Jurnal Corporate Culture (Budaya Perusahaan): Mei 2011

Senin, 23 Mei 2011

The assessment of organisational culture

by : Teemu Reiman & Pia Oedewald

Published by : Espoo 2002. VTT Tiedotteita-Research Notes 2140. 39 p.

Abstract
This report examines the assessment and development of organisational culture in complex organisations. It covers definitions of organisational culture and safety culture, and the research that has been conducted. The common definition of organisational culture is adjusted with the aid of the core-task concept. Organisational culture is defined as a solution created by an organisation for the demands set by the core task.
The development of an organisation’s operations requires an understanding of the overall dynamics (culture) of the organisation’s activities, but also an assessment of the impact of culture on operational efficiency. The criteria of organisations’ operational efficiency must be determined on a case-by-case basis. The Contextual Assessment of Organisational Culture (CAOC) methodology proposed in the report uses both qualitative and quantitative methods. Determining the culture prevailing in a company at some moment in time requires the study of the company’s values, practices, artefacts and of the core task defined by them. By comparing these elements an attempt is made to clarify the underlying assumptions prevailing in a company. Core-task analysis, on the other hand, helps to determine the main content of work and the critical demands it sets for working practices. The research requires close cooperation with target groups and covers both the practical problems and the resulting research problems which one strives to resolve. One aim is to commit personnel to ponder and reflect on their own work and in this way to reduce opposition to change and to create the conditions for the continuation of internal development work also after the research is completed.
Operational development seminars organised during the research deepen the researchers’ picture of the culture and act at the same time as a practical channel for operational development and as a chance for personnel to exert their influence.
methodology has been developed particularly for application in improving the efficiency of complex organisations and communities of practice, in other words to improve productivity, safety and well-being. The purpose of this report is to present the general basis of the methodology and its relationship to other organisational research and development.

Keywords : organisational culture, safety culture, cultural assessment, nuclear power industry, organisational research

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Artikel lengkap dikompilasi oleh/hubungi :
Kanaidi, SE., M.Si (Penulis, Peneliti, PeBisnis, Trainer dan Dosen Marketing Management). e-mail ke : kana_ati@yahoo.com atau kanaidi@poltekpos.ac.id

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THE ROLE OF ORGANIZATIONAL CULTURE IN ORGANIZATIONAL CHANGE - IDENTIFYING A REALISTIC POSITION

by : Iivari

Abstract

Organizational culture – a popular but also a very complex concept – has been identified as an influential factor affecting the successes and failures of organizational change efforts. Many empirical organizational culture studies have been carried out in information systems (IS) research. However, culture is a very versatile concept, and there are many controversies in both defining and applying it.
Therefore, this paper reviews different conceptions of organizational culture in the existing literature – in anthropology, organizational studies and in IS research. Also recent criticism on the existing conceptions is presented. Furthermore, organizational change is also a complex concept, due to which this paper discusses also differing conceptions of organizational change and conceptions of change employed in the empirical IS literature. Finally, a framework for the analysis of organizational culture and change is developed. The framework identifies three positions on organizational culture and change: optimist, pessimist and relativist, and discusses their implications. The optimist position is criticized of relying on very naïve notions of culture and change. The pessimist position can be criticized of lacking relevance to practice. Finally, the relativist position is recommended as the most realistic position for the prospective IS research on organizational culture and change.

Keywords: Organizational culture, organizational change, information systems, information systems implementation, information systems development

1 INTRODUCTION
This paper analyzes existing research on organizational culture in the context of organizational change in information systems (IS) research. The paper focuses on research on culture and change in IS development and use contexts, which have been identified as central research areas in IS research (Lyytinen 1987). The organizational contexts of IS development and use should be explored in depth to understand their effects on the development and use processes (Grudin 1996). Both IS development and use are full of difficulties and recurrent problems, and most causes of these problems are social (Lyytinen 1987). Related to this, also the importance of understanding organizational culture has been brought up in (Avison – Myers 1995). Altogether, culture has been a popular focus of analysis in studies on organizational change in IS research. The studies are related to the development, implementation or use of IS in organizations. Especially the effects of organizational culture in IS implementation has brought about a body of studies (e.g. Brown 1995, Brown – Starkey 1994, Cabrera et al. 2001, McDermott – Stock 1999, Pliskin et al. 1993, Robey – Rodriquez-Diaz 1989, Ruppel – Harrington 2001, Tung et al. 2000). Recently many studies have been concerned with the part culture plays in achieving total quality through Total Quality Management (TQM) (e.g. Al-Khalifa - Aspinwall, 2001, Dellana – Hauser 1999, Fok et al. 2001, Kekäle 1998, Lewis – Boyer 2002, Pool 2000).
The studies have revealed a multitude of ways organizational culture affects organizational change efforts. Some studies highlight that compatibility between change effort and culture is a very important criterion for success. The studies have defined compatible culture types for different kinds of...............................(baca_selengkapnya )

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http://csrc.lse.ac.uk/asp/aspecis/20050036.pdf download 23 Mei 2011

Selasa, 10 Mei 2011

THE INFLUENCE OF CULTURE ON THE ECONOMIC FREEDOM AND THE INTERNATIONAL BUSINESS

by : Herciu, Mihaela

(Published : MPRA Paper No. 1686, November 2007)

Abstract:

The firms who decide to expand their business in an international environment must modify their management style through international management. Certainly, international management must adapt their on functions to the different framework of the business development. The culture is a cardinally factor, being an essential component in the success equation of multinational companies. The culture, the habits and the attitudes became points of major interests on the global market. Their importance is obvious through numerous "blunders" which find out in international trade and international. For the success of international business the economies must bees free, but the economic freedom is influenced by the national culture. All the undertake activities of managers are accessible to cultural environment. The global firm is due to negotiate with different international organisms, and where through the negotiations to fall flat, the managers must understand the cultural environment of the negotiator and must have cross-cultural competence.
Key words: culture, economic freedom, international business

market, the multinational corporations, the investors) and the national states as a culture, social, economic entities (you can see the Lexus and the olive tree of Thomas Friedman: How we understand the globalization, 2001).
The internationalization and the globalization of the business world offer different opportunities to the companies the entire world. The knowledgement of the different ways of thinking and culture facilitate the reciprocally understanding between persons involved in the development of different activities which are beyond the borders of a country or the limits of a culture (see Dan Anghel Constantinescu, Management comparat, 2002).
Geert Hofstede cultural dimensions Culture is a very important factor. The culture, the customs and the attitudes have become a major point of interest on the global market. Factors apparently without importance as the form and the colour of packing or literally translation of promotional phrases can cause major conflicts in an international tranzaction.
There are some characteristics for the culture: it has an acquired character; it has a commune character; it has a symbolic character; it has a persistent character; it has a.....................(baca_selengkapnya )

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The Value of an Ethical Corporate Culture

by : Curtis C. Verschoor

(Published : STRATEGIC FINANCE-November 2006)

An independent U.S. research study conducted by LRN, a provider of governance, ethics, and compliance management, shows additional evidence that a company’s ability to maintain an ethical corporate culture is key to the attraction, retention, and productivity of employees. In other words, money invested in ethics education, help lines, assessment of ethics programs, and risk evaluation is money well spent. The LRN Ethics Study involved 834 full-time employees from various industries across the United States. Respondents included both men and women, all 18 or older.
According to the LRN study, 94% of employees said it is either critical or important that the company they work for is ethical. This compares to 76% who said so in a similar survey six months earlier. Eighty-two percent said they would rather be paid less but work at a company that had ethical business practices than receive higher pay at a company with questionable ethics. More than a third (36%) had left a job because they disagreed with the actions of either fellow employees or managers.
This is true across all ages, genders, and socioeconomic factors. Other findings of the survey include 80% of respondents reporting that a disagreement with the ethics of a supervisor, fellow employee, or management was the most important reason for leaving a job and 21% citing pressure to engage in illegal activity.
Working for an ethical company is slightly more critical to women (63%) than to men (53%). Full-time employees in the western and southern U.S. consider the factor more important than ................(baca_selengkapnya )

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