Organisational Culture, Artifacts, role of Artifacts in Organisational Research Paper

Organisational Culture, Artifacts, role of Artifacts in Organisational Change and S.M.A.R.T Objectives - Research Paper Example In essence, organizational culture refers to the â€Å"pattern of shared basic assumptions that the group learned as it solved problems that have worked well enough to be taught to new members as the correct way to perceive, think and feel in relation to those problems† (Willcoxson & Millet 2000). Culture is not a distinguishable aspect of an organization. Organizational culture is a principal set of beliefs and values coherent among leaders in steering the organization, and interpreted by the employees and managers into proper conducts and armored through incentives and permits. Organizational cultures are formed and transformed over time. Needless to say, there is a broad correspondence among authors and scholars on how the organizational culture reacts to and replicates industry attributes and community traits held by the organization employees. Moreover, it also typifies the traits and values of its leaders or founders (Gordon, 1991). Schein denotes that organizational culture is both defined and epitomized by â€Å"group strictures and prescriptive criteria and that provide the basis for allocating status, power, rewards, authority and respect†. Culture defines â€Å"what a group pays attention to and monitors in the external environment and how it responds to its environment† (Brown, 1995). ... In reference to Kelly (2008), â€Å"Organizational culture is the essence of organizations defining what’s grave and setting the standards by which to measure success†. The health care and public health systems in United States have had a recurring trend and an emergent culture. Over decades, there has been limited diversity in leadership, with women given little opportunities to hold executive positions. In addition, there has been an existent disparity in salaries between women and men in the health care and public health systems (Lantz, 2008). Cultural Artifacts Across the world, cultures formulate tangible and intangible artifacts that typify their culture. Willcoxson & Millet (2000) define artifacts as the â€Å"visible structure and practices, such as policies and procedures, which can be monitored and changed if necessary†. Artifacts include observable symbols and signs, physical structures, language, ceremonies and stories. In reference to Willcoxson & Mi llet (2000), â€Å"artifacts provide the lasting glue that holds the organization together and provides an anchoring point to ground the organization†. In the United States health care and public health system, gender inequality is an impending artifact. Role of Artifacts in organizational change In reference to Kelly (2008), changing organizational culture to maintain the organization’s feasibility can be extremely â€Å"challenging unless grounded on sound logic†. Organizational change involves alteration of the artifacts. Artifacts can be used in changing the organizational culture. In the process of organizational culture change, comprehension of cultural artifacts is critical. Artifacts should be adapted to support changes in the organization culture. Needless

Human resources management final exam Essay Example | Topics and Well Written Essays - 1000 words

Human resources management final exam - Essay Example In addition, leadership should provide the required information and resources for realising that vision, and balance and coordinate conflicting interests among members and stakeholders (leadership, 2010). Leaders, whilst shouldering responsibility for the entire group, should also motivate their following and ensure that they realise their objectives. They should also ensure continuity and momentum, permit change if warranted, and should be sufficiently ahead of the group (ME96 Leadership, n.d.). A transactional leader ensures compliance, by providing incentives, threat of punishment, and appeal to the altruistic leanings of the group members or their sense of rationalism. On the other hand transformational leaders have to improve themselves, asses the leadership situation, and circumstances in which their followers reach beyond the extant requirements. Such leaders have to fully employ their followers, thereby fulfilling their higher necessities (Martin, 2006, p. 46). These leaders are strongly governed by their mission and enjoy a dedicated following. Leadership is distinguished by being unidirectional, static and intrapersonal. What commences as a process of mutual influence amongst individuals culminates with the passage of time, mutual interaction and an array of contextual elements engenders a leadership identity that is fixed and lasting (De Rue and Ashford, 2010, p. 628). Managerial skill emerges from external sources, standards of an organisation and procedures. The policies of an organisation could constitute the justification for managerial decisions. Leadership emerges from awareness or the leader’s ability to process information (Blank, 2001, p. 19). Leaders decide on the basis of what they consider to be significant and what demands attention. Leaders are not born, and there is no hereditary plan or inborn arrangement that creates a leader. History is replete with individuals who were termed leaders, as they were able to attract supporters (Blank, 2001, p. 8). The process of making others willing followers requires certain skills. Leadership is a skill that can be bettered through practice. It can be improved by personal experience and the organised study of the relationships between people (Are leaders born or made? 2011). Leadership may be obtained and developed through intentional practice. Although leadership has considerable influence, there are other factors that affect organisational effectiveness. Some of these are investments, strategic planning, marketing and product development, secondary capacities, motivation and input (Larsson and Vinberg, 2010, p. 318). Good leaders necessarily possess risk forbearance, and the capacity to control others and increase the value of their surroundings. They should also have sufficient courage to express themselves, and the capacity to accept rejection of their initiatives (McCrimmon, 2011). Question 2 Change Change in variegated forms is an inescapable truth of life. Indiv idual concentrate on change and the adaptations required to deal with its effects. On occasion, individuals themselves effect change (How We Change, Stages of Change, n.d.). Change is the universal bedrock, which is especially true of enterprises that are actuated by market pressures. Such business entities have to incorporate in their objectives, better quality, productivity and flexibility; uninterrupted innovation and the capacity to change, in order to provide an adequate response to market demands. Effective