Organisational culture, management and control Essay

Organisational culture, management and control - Essay Exampleutine.To illustrate the incompatible shades of culture, a sociologist uses the parameter of international viewpoints (Fineman p.18) in a survey conducted on car mechanism from different countries, the responses generated reflect peculiar ethnic attributes. To the resp-ondent from the UK, when asked to define his job, he simply puts it as fitting the hub caps. The responder from the US had a broader picture in mind, although his opinion may be said to stem from a stereotypical cynicism that characterises material-conscious Americans, I make profits for Henry Ford. Finally, when the question was asked to a Japanese, his response smacked of intense the true and devotion people in Japan have towards their organisation, I am member of a team up that makes the best cars in the world. Is there any doubt why Japanese car companies continue to shadow the world market Indeed, as Alvesson points out (p.2), an organisations cult ure is principal means to achieve effectiveness, growth and succeeder in business.If culture plays such a major initiative in defining success or failure, the stakes only get higher when an organisation has to manage transformations and great upheavals, that when come with mergers and acquisitions, employee induction or retrenchment, dive- rsification or consolidation. It is on occasions like these that the true mettle of a mana-ger is tested. Rather than sitting on the fence and lamenting that cultures cant be cha-nged, an intelligent manager looks for solutions, ways and methods to help the organis-ation tide over circumstances, and make its control. Harrison (p.2) unfailingly mentions that transformations are both desirable and feasible, but accomplishing it would be risky and difficult. It is an inevitable challenge that efficient managers have to always brace themselves for. And, there are established tools and strategies that apply to change mana-gement. To corroborate the symptomatic methodology he presented in his book, Harrison offers a simplistic assessment on going about cultural transformations (p.1). His three cri-tical facets of diagnosis start with a detailed process to prepare a symptomatic study follo-wed by usage of suitable methods to frame issues, and closing in by formulate innovative methods for collecting, analysing and summarising of relevant data. In the case study mentioned therein, we witness a real-life example of the problem set about by the Head of training in a national health maintenance organisation (HMO). An aspiring(prenominal) programme was envisaged to undertake a major organisational transform for overall benefits. Now, this