Organisational Kudos

Organisational Kudos

Utilising specific examples discuss the ways in which organisational kudos is generated and how this enables organisations to secure resources, motivate staff and sell products and services in a competitive market.

Organisational culture sparked a major debate in the early 1980s due to claims that culture should be recognised as a key element for an organisations success. This view was influenced by the failing traditional approaches concerned with structure and relations. This essay will begin by discussing what organisational culture is, how it is generated, certain influences that shape it and the different types of organisational culture. This discussion will also include the ways in which organisations are able to use their culture to gain control, influence, status, staff, profitability and resources.

The choice of culture by an organisation depends on certain influencing factors. History and ownership, size, technology, the environment, the people and goals and objectives. Culture is a powerful abstract process that is created socially and within organisations (Edgar Schein, 2010). The concept of culture represents depth, breadth, integration and structural stability (Schein, 2012). The concept of depth refers to the least noticeable and unconsciousness part of a group providing stability. Breadth, refers to a group’s functioning of primary tasks, internal operations and environment. Schein (2010), views structural stability as a valuable component that defines a group also providing meaning and predictability. Culture also implies integration when elements of rituals, values, climate and behaviours are taken into account and combined as a coherent whole (Schein, 2012). The phenomenon of culture can be further observed at three levels namely artefacts, values and beliefs.

Artefacts can be seen, felt and heard when an unfamiliar culture is encountered (Schein, 2010). Artefacts are also considered to be the most superficial manifestations of an...

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