Underestimating Corporate Culture - Nu Leadership Series

"The wealth in the new regime flows directly from innovation, not optimization, that wealth is not gained by perfecting the known, but imperfectly the unknown."
Kevin Kelly

As the turbulent times of constant of 21 th century, the organizational culture remains a necessity for most underrated of large organizations. Some bureaucrats are more interested about the process than the people. Title and function become a key element in maintaining the status quo. Legitimate power, the authority acquired by a formal hierarchy, is like most managers to influence followers. Few individuals bring an attitude inspired but the adage "do as I say, not as I do."

In bringing in this way, the importance of the organizational culture is lost. Roberts and Rollins, management experts, explain that culture plays a key role in stimulating organizational effectiveness. They argue that culture can enhance or impede organizational
effectiveness. Consequently, many organizational initiatives become fads, because the bureaucrats ignore the importance of culture change, and the whole process more enthusiastic followers.

Cameron and Quinn, organizational researchers, argue that in successful organizations, market forces have less impact than corporate values. Miller reiterates this point, explaining that the organizational culture influences nearly all processes of an organization, from the execution of a strategy for the implementation of new business alliances. Therefore, organizations should not neglect the importance of culture in organizational performance.

References:

Cameron, K. and Quinn, R. (2006). Diagnosing and changing organizational culture. San Francisco, CA: Jossey-Bass.

Draft (1995). Organization Theory and Design. New York: West Publishing Company.
Miller, K. (2003). Assessing the culture of your institution. The RMA Journal, 86 (4). Pg. 32.

Roberts, D. and Rollins, T. (1999). Targeted Culture Modeling: a new approach for the evaluation of culture and change. Employment Relations Today, 23 (2). Pg. 7.

by Daryl D. Green ......