Organizations have come a long way through time. In the beginning organizations had a traditional way of thinking and a weak organizational culture. They mainly focused on profit or productivity with no regard for employee morale. Creative decisions that incur risks are not encouraged and failed work projects are widely criticized. Employees must follow strict rules/regulations and are closely monitored. Work is designed around individual entities and seniority is the primary factor in determining pay raises/promotions. These beliefs led to poor employee productivity and minimal work efficiency.
However, companies now-a-days focus on different dimensions of the organizational culture. Now they build key values that are deeply held and widely shared throughout the company (Stephen et al, 2005).
Hence, they have a greater influence on employees. These companies are more market driven and adapt quicker to changes in customer needs. They also stress an importance on innovation, and risk taking; on people orientation; and team-work efforts. They have also created an inner atmosphere, or culture, between employees where they feel valued and productive. This in turn allows management set few rules and allow a looser supervision.
By developing an ethical, innovative, and customer-responsive culture, management will successfully retain customers and employees. Employees will be hardworking, trustworthy, and productive permitting management to have efficient resource use and effective goal attainment.
... influencing Business Management. Employees are manipulated by the company culture that they even build themselves through the years of work within the company. The company culture is a ... motivate the staff.” In many cases, time-based cultures are far ahead of the customer in defining new applications, opportunities, and product that ...
Stephen, R., & Coutler, M. (2005).
Management. 8th ed. Upper Saddle River, NJ: Pearson Prentice Hall.