Intoduction “In any organization, there are the ropes to skip and the ropes to know.” - R. Ritti and G. Frank Louser Organizational Culture is a very complex concept. It is the set of shared beliefs, values, and norms that influence the way members think, feel and behave. Organization and managers motivate the employees, which leads to learn about the norms, values and objectives of the organization to know about the culture of organization. Proper culture in organization directs towards the improvement in objectives of organization. As for organizational development, employee’s performance is to be considered as a backbone for the organization.
It is company’s organisation culture that makes it a good place to work. If we want to influence employee’s behaviours and attitudes, we can do it by proper flow of communication from the top to the bottom. This totally, depends upon the leader’s vision and their communication to with subordinates. Leaders who are successful in motivating their subordinates to accomplish the vision and objectives set by the organisation are the trend setters. Organisation’s values, beliefs and behavioural norms are reflected in its culture.
Internal Business Process Perspective The Internal Business Processes perspective is about ‘doing’. Objectives and measures in this perspective focus on the operational aspects of an organisation’s activity. Non-financial measures are commonly used for monitoring operational processes; for example, in terms of quality, timeliness and output volumes. Public sector organisations in this perspective are likely to include measures relating to service delivery.The focus of this perspective is on performance expectations and ensuring the proper processes and resources are available and implemented to maximize performance. This perspective can help manager to see how well their business is running and wether its day-to-day activities support the organization’s key goals.
Formulation: leadership is all about formulating guidelines whereas management is all about formulating policies and procedures. 9. Governance: leadership influences decisions and management uses authority to ensure responsible action. Leadership and Management are mostly considered to be inseparable in nature. In fact, the qualities of a manager require leadership skills to inspire his subordinate.
Value which means the set of social norms that define the general rules or framework for social interaction and communication behaviors of society’s members is a reflection of causal cultural assumptions. Individuals who have common values may feel and interpret situations and events similarly which can reduce uncertainty, role ambiguity, and conflict, allow for the accurate forecast of other’s behavior, and will result in more successful interpersonal interactions. Academics agrees that the performance of an organization depends certainly on the degree to which the values of the culture are generally accepted and shared by people. At the same time, it is widely argued that shared and strongly held values allow management to predict employee reactions to certain strategic options and by reducing these values, the outcomes maybe unpleasant. 3.3 Why should organizations Care about Culture?
The top management may require the HR professionals to support the change initiatives in the organization. As project leaders, they need to be familiar with the interests of the employees so that the initiatives can be adjusted to make the employees feel more comfortable with the changes that occur. Greene argues that, as it deals with the culture of an organization, the HR department is uniquely positioned to take responsibility for this role in the firm. Csoka further suggests that HR professionals can add significant value through the management of the change processes in an organization. Ehrlich adds that the HR department must anticipate change and be knowledgeable in its implementation.
In this section, we will try to answer “what are the main activities of training and development process”. Organizations can define Training and Development as a set of systematically organized and arranged activities, in order to provide employees with the essential knowledge and skills which are necessary to meet current job demands and future expectations (Werner & DeSimone, 2012). The role of T&D in business goes through the learning process. The learning in itself might refer to competencies, behavior, skills, and knowledge which are important for the personal development. However, the goal of T&D surpasses that and demonstrates what is the contributions of these acquired competencies for improving workforce performance, and meeting the business outcomes of an organization.
One key to remember is that your compensation strategy must help to create the work culture you want. How you structure your systems and manage the internal and external equity issues, will directly inform the culture of your organization. Develop a compensation philosophy A compensation philosophy is developed to guide the design and complexity of your compensation programs; this is done by identifying your goals and objectives, considering your competitiveness in attracting and retaining employees, your emphasis on internal and/or external equity, and whether performance is tied to increases. Understanding what balance you want to achieve between direct salary and indirect benefit is critical in developing your overall total compensation approach. A consistent philosophy provides a strong foundation for both the organization and the employee.
According to Vincent (2010) management by objectives (MBO) is an approach in which a balance is desired among the objectives of employees and the company. Moreover, However, Peter Drucker’s basic principle is that management by objectives is to simplify joint objectives whereby feedback is provided o such outcome. Moreover, setting challenging but achievable objectives enhance empowerment and motivation of the employees. Also, by improving dedication, opportunity is given to the managers to focus on innovative ideas that are new that assist to the development and objectives of the organisation. However, a set of conditions must be met.
from business owners to executives down to end users. This must also reflect stake holder value, interest and expectations. From the top hierarchy the definition of the enterprise structure, goals and objectives as regards business performance, return on investments, assurance, compliance, accountability, risks and controls are determined and must be communicated to the relevant persons. The internal audit team should advice on creating a defined org. structure, IT governance, communicating goals and objectives to responsible persons.