Organizational Culture Term Paper Example | Topics and Well Written Essays - 1250 words

Organizational Culture - Term Paper Example The top directors have been replaced while the managers and the employees continue to work. Hence there is no coordination between the employers and the employees. Both groups have no familiarity and no understanding; both are not willing to help the other group adjust to the new demands and situation. There are no shared values or missions; no shared goals to pursue. Orders have been steadily declining and performance is affected. The client complaints have increased and the compliant resolution period has become indefinite. Power culture resides in the company which is evident in reserving the car parking space for the new bosses. Such restrictions have been communicated through memos circulated among the employees. There is practically no co-ordination or trust between the two groups at this organization. This is because there is no continuity of the top management and since there is no established culture employees are generally unhappy and not motivated to give their best. There is weak focus on both performance and culture. Individual employees are concerned with their own career goals and organizational commitment is affected. Clearly the organization is in the first quadrant – going out of business. Reform measures to achieve excellence Each organization is unique and so are their problems. Thus, they need to follow their own unique path to shape and sustain high-performance culture. Rosenthal and Masarech (2003) describes five stages that can help an organization achieve the high-performance culture but these steps need not be followed in the exact sequence as suggested as each organization is unique. Since this construction company has no espoused or... This essay stresses that the managers and the top management have to transmit the core values through living them, by leading them. This is the hallmark of a transformational leader and this requires maintaining discipline. Their behaviour must be linked to the values and this should be visible to all. At this company there are very few senior leaders or managers and hence it is up to them if they would like to be the role models or train a few senior managers to help them carry out the responsibility. The first step would be to lift the restrictions on car parking which separates the top management from the rest of the workers. This would encourage the employees to listen to the management. Aligning the day-to-day operations with espoused values is a major block to achieving the desired performance culture. This report makes a conclusion that through this strategy of keeping the employees’ interests at heart, the construction company would be able to engage the employees. The right leadership would be able to inspire every employee to own the culture, to live the culture and to sustain the culture. If the leaders are able to personally connect with the organization’s values, they would be able to engage the employees and evoke similar response from them. It would be able to engage the employees in a way that become passionate about the organization and passionate to achieve the organizational goals. This is the true test of a performance culture.