Descriptive Model Of Organizational Culture

There are different descriptive models that try to identify organisational culture in the field of organisational development. Though the model is aimed to be descriptive rather than evaluative, there is a leaning towards evaluative terms. This descriptive model creates an awareness of the culture gap between the existing and preferred cultures in an organisation. This model diagnoses organisational culture into four cultural dimensions (Harrison, 1993).

• Power culture dimension: It is based on inequality of access to resources and has high centralisation and low formalisation modes of operation. Power is centralised and employees are connected to the centre by functional and specialist strings. A power-oriented culture organisation frequently

Every January, the operation stops and employees are sent on the Inductions Session for two full days. These concepts have helped in creating a culture of mutual respect and compassion in the whole organisation and bridging the gap between management and employees.
5. ORGANISATIONAL CULTURE IMPLEMENTATION OPINION
There have different opinions and studies regarding managing and changing the organisational culture. In my opinion it is quite possible to manage or change the organisational culture, however not easy. The organisation needs to firstly understand the existing culture, decide whether it wants to manage it or change it and identify the norms, actions and attributes that are required in the new or desired culture. The organisation needs to be mindful of the following challenges they might face during this organisational culture change or management:
• It is complicated to achieve and requires changes in values and management style, systems, structures and rewards

Organisational culture consists of elements that are more visible as well as elements that are lying below employees’ consciousness, even in Steel Wire Rope all these aspect or elements exist. In order for the organisation to effectively implement the organisational culture, all the culture elements must be aligned with another.

The organisation needs to promote the sharing of ideas, interests, and emotions by recruiting like-minded employees. Increase the social interaction among employees in and outside workplace. SWR will have to bring back the Christmas parties/Year end functions they used to host. Employees need to be stimulated to win in trying times and create the sense of urgency in order focus on achieving common business goals; to improve operation effectiveness and extension of business results. In my opinion this will assist in reaching the desired organisational culture in Steel Wire Rope.

6. CONCLUSION/RECOMMENDATIONS
The following recommendations or guidance is based on the research and the author’s opinion and observations within the SWR organisation. According to Brown (1998) strong/great organisational culture can enable the organisation to achieve high performance based on the following