Around the organizational culture and in particular the culture of the company that revolves or presents work. An organizational culture is a fundamental pillar that serves to support all the organizations that want to become competitive.
According to the authors consulted, I know that the top management is the main responsibility for the construction of shared values, which allows us to achieve the main objectives that the owner defines for the company. Organizational culture becomes, by isso, a fundamental strategic value, controlled through a boa internal communication.
It addresses the existence of a strong culture, common Japanese firms, and the existence of subcultures that are affirmed through professional or power groups.
Introduction
A question of organizational culture has become a ferramenta of management from the seventies / eighties of the past century. As new moves, as mergers and concentrations of companies, companies are obliged to make an effort, to standardize values to share, part two collaborators. In need of constant learning, for companies, in order not to lose their competitiveness, endeavor to train more flat and streamlined structures, in which the values can easily be perceived and divided into the hairs that they work for. This need for learning is, in itself, linked to the management of change, where the organizational culture plays a fundamental role and is an integral part of your success.
Considering the culture and cultures of the organizations, we pay attention to our paradigms of integration and differentiation of two values. Integration overestimates centrality, values and impact of the leader. A differentiation accentuates heterogeneity, projecting a set of subcultures inherent to organizations.
The paths of competitiveness are based on how the organizational culture is transformed into a capital aspect for the implementation of changes in companies.
Organizational culture and currents
The concept of culture is relatively new to its application to business management. As questions related to organizational culture arose in the end two years 70 and ended up transforming our fashion did not end two years 80.
When organizational culture fails, a common reproductive system fails through communication, decisions are made, information is provided and mechanisms are organized for decision-making and control.
In a general way I identify four different types of cultures. A holistic culture that was based on general values, and common principles, which can be identified by organizations. Study behaviors, objects, and symbols. It gives great importance to the study of the history of organizations and the values explained by its leader in other events.
A functionalist perspective faces culture as a variable. It represents a way of thinking like that. You become controllable facts from the moment they are known.
A symbolic perspective gives an emphasis to the learning process. Represents through strategic escorts, that the actors face and that reconstroem not daily life of the organization. It defends, from this perspective, that the values are not very much present, at or contrary to the culturalist or holistic vision.
Sansaulieau shows the organizational culture seen from a perspective of strategic order of the organization. It defends that the organization produces its own values. He understands that culture is an integrated act between the various organizations. In your opinion, the various actors of the organizations will learn to use the values, to resist pressing two other and constitute strategic values, in their favor, or the organizations, according to their position and objectives.
A company culture
A noção da culture of the company not of the origins of the Social Sciences but not the world of the company. To expressão it appears, such as to Organizational Culture, in the seventies in the United States, it is deeply associated with the organizational culture, but restricted to the world of the company. Or study of the culture of the objective company to the importance of the human factor in production.
Em França, or conceito began to be disclosed to us eighty years, not speech two homens da gestão. The theme unfolds in the context of economic crisis and becomes of great importance. The Gestão homens see no phenomenon a saida to find uniformity and coesão of shared values within the company, working hairs.
The expansion of mergers and concentrações of companies created clashes of mentalities and difficulties related to internal relations that force to reflect in a new way or functioning of the company. T he company culture was essential to operate uniformly.
For this reason, when economic expansion occurs and the respective mergers of companies multiply, the management equipments re-enable the company through a humanistic discourse, focused on company culture, which aims to obtain two wage-earning behaviors that are read and effective.
A few years contrary to the anthropological use, or the company culture concept that is sought, reveals a universe dated, more or less imutável and with well delimited contours, pois or seu objective and homogenize with essentially productive purposes.
The company culture seeks to impor a system of representations and values to the members of the organization. It does not appear as an analytical concept, but rather as an ideological manipulation of the ethnological concept of culture, in order to legitimize the organization of internal work within the company.
This vision of culture of the company of management schools seeks to unite in function two pre-defined objectives. It is different from the sociological concept of the thermo that aims to diversify the oil of different cultures, enhancing the negotiation.
A culture and an organizational change
O new contemporary world edited by great changes and new organizational attitudes, where technological evolution conditions and affects organizations.
It is natural that as organizations change as tempo, therefore, it seems important that managers manage to serve and conduct this change proactively.
As the organizations begin to move, it becomes decisive that the management develops new technologies in function of improving the new knowledge and skills of two individuals. A move requires a high level of commitment and dedication to a new situation.
It can be said that the move, alienated in the organizational culture, is related to the need for the organizations to remain competitive. In order for you to achieve high levels of performance, as organizations, you have to know, and know, or what we think people, so that you can improve your behaviors and adapt to changes.
Nenhuma mudança cultural ocorre com facilidade. O êxito das organizações will be two managers who will manage to move.
A very important aspect to oil the change of organizational culture and communication, through which, through the transmission of values and beliefs, through effective communication processes, implementing a new culture of organization.
Organizational culture or cultures
From the research on organizational culture criam-se duas orientações. One identifies the paradigm of integration and another, or paradigm of differentiation. The integration paradigm overestimates the centrality of the impact of the non-process leader of cultural creation. Thus, organizations appear as a phenomenon in such a strong way that its culture is unique and unitary.
No paradigm of differentiation accentuates heterogeneity and conflicts that are inherent. As organizations are projected as a set of subcultures that intersect and overlap.
The orientation of the integration culture appears dominant in the original literature of the concept of “corporate culture”, which is not Japan or is a preferential example.
Normally, there is a relationship between a “strong culture” and organizational efficiency of Japanese companies. This organizational approach focuses on culture as a management technique with a monolithic concept of culture.
I understand that how the groups define the company is not internal and mostly dominated by the direction. There are, of course, models of organizational subculture analysis that contrasted with the model of culture considered homogeneous. In this sense, the organizational culture is defined from what is common to these subcultures. Subcultures are represented by regular interactions that take place between members of the organization and that tend to identify distinct groups within the organization.
The less for an overlap of interactions, the greater is for cultural diversity. This context, or what is common to these subcultures determines the organizational culture.
An approach to subcultures faces a question of diversity of factors. For example, a certain professional group can create, within the organization, mechanisms to enforce their views and obtain certain vantages or royalties.
Due to the dominance of a subculture, it can, furthermore, notice the centrality that a certain flow of work occupies the same organization, conferring the same centrality, power within the organization.
Members of a subculture can, furthermore, become prominent, to the extent that they assert themselves as unsubstituted, constituting themselves as groups of influence com tending to important values.
Strategic innovation and change of organizational culture
Some scholars indicate that one of the concerns of the two managers of management, must be to adequacy of strategy to organizational culture, because this, by itself, can constitute a barrier to change and innovation of organization.
The aspects of culture must not be only superficial. Cosmetic operations of alteration of two symbols, uniforms, logos and order words, not only in case of alteration of two behaviors.
A strategic reorientation must be accompanied by changes to us, deeper into the organizational culture. And this change of fund is going to allow the new symbols to function, only, not case of being noticed some impossibilities to advance in a celere way with some changes in a more gradual way.
In order to strategically operationalize a moving process, it is necessary to understand a lot of the cultural reality of the company and involve people and groups in our processes.
Special attention must be paid to interpersonal relationships. The groups develop their own mechanisms of interaction that are susceptible to very rapid changes, Criam-crosses two groups of subculture units. As structural changes must be negotiated so that there can be added to the new dynamic people.
As structural changes require the elaboration of cultural maps of the company. It is necessary to identify the hierarchical levels, the functional areas and the sectors where the company works. It is necessary to identify points of friction and conflicts to see fusões e acquisições. I must control and correct the changes implemented as programmed to identify deviations and organize corrections.
A very important aspect, in the strategy of moving from an organization and a multi-valued human resources. If the company decides to opt for a new culture, it must rethink the criteria for recruiting and promoting people, agreeing with the intended culture. Two collaborators with the organization culture and change must be tried to be compatible with the values and attitudes.
Also training actions can allow articulation with structural and process changes and allow the advancement of mentalities and procedures.
Organizational culture as an ideology
Those who understand culture in the form of a new metaphor tend to consider that the fundamental systems of interpretation, once established, cannot be modified. Likewise, as historical phenomena, organizational cultures tend to raise their own leaders and values.
Joseph Smucket affirms that they are sovereignly understood as the underlying interests, when the higher quadrants place the formation of organizational culture. Or that it is attempted to manipulate this culture based on two objectives. Higher boards have the ability to subtly and indirectly direct you so as to influence common interpretations. All in all, the cultural perspective sees to provoke a change in the employer-employer approaches. This is of great importance, tending to become a management challenge, with clear changes in orientation, especially for industrial companies.
A major part two studies related to organizational culture tend to hold the top management responsible for forging and perpetuating organizational culture.
However, other authors tend to believe that the organizational culture may be manipulated in order to achieve rationally set goals.
Conclusions
Organizational culture represents a common reproductive system through communication, decisions are made, information is provided and mechanisms are organized for decision-making and control.
A concept of company culture represents a strategic means to obtain two workers to identify with the objectives defined for the management and that was revealed to be fundamental in the time of economic crisis and large mergers of companies.
The expansion of mergers and concentrações of companies created clashes of mentalities and difficulties related to internal relations that forced to reflect in a new way or functioning of the company, tendo or concept of culture was revealed very useful.
A company culture seeks to impor a system of representations and values for company members. It does not appear as an analytical concept, but rather as an ideological manipulation of the ethnological concept of culture, in order to legitimize the organization of internal work within the company.
It can be said that the need for altering the culture is closely related to the need for the organizations to remain competitive. In order for you to achieve high levels of performance, you have to know or think about people in order to improve your behavior and adapt to changes.
Nenhuma mudança cultural ocorre com facilidade. The success of the organizations will be two managers who will achieve a move by strengthening their values in the company culture.
A very important aspect to oil the change of organizational culture and communication. The transmission of values and beliefs is processed through effective communication processes.
The aspects of culture must not be only superficial. We must be focused on a strategic reorientation, accompanied by changes to us, deeper into the organizational culture. And this change of fund is going to allow the new symbols to work.
Some studies related to organizational culture tend to hold top management responsible for forging and perpetuating organizational culture. Others, at the same time, tend to leave it doubtful that the organizational culture may be manipulated in order to achieve rationally set goals.
In all ways, the organizational culture of the company seems to be an ally of a competitive management and of a company that wants to be constantly learning and adapted to the new world of two businesses.
Porto September 14, 2004
Bibliography
Aktouf, Omar and Chrétien, Michel; Comment is created une culture Organization; Revue Française de Gestion, 1987
Cuche, Denys; A noção de cultura nas Ciências Sociais; Fim de Século Edições, Lisbon, 1999
Gomes, Duarte; Organizational Culture - Comunicação e identidade; Quarteto Editora, Coimbra, 2000
Kovács, Ilona e Cerdeira, Maria da Conceição; Company culture and management for culture; in Cadernos de apoio de STE; 2nd year, gestão; 1998-99
Smucker, Joseph; La culture de L'organisation comme idéologie de gestion: une analyze critique; in Symons, G. et Martin, Yves (dir): La culture des organizations, Institut Québécois de Recherche sur la Culture; 1998
Outras fontes
Morea, Lucas; Organizational culture. New trend of resource management towards competitiveness; http://www.monografias.com/trabajos6/nute/nute.shtml access on 05-22-04
Rivera, Gladys; Culture and Organizational Change; http: // www.monografias.com/trabajos6/nute/nute2.shtml accessed on 05-22-04.
