Synthesis of Day2 lecture Management 1000 Introduction to

Synthesisof Day2 lecture: Management 1000 Introduction to OrganizationalCulture and Environment

Synthesisof Day2 lecture: Management 1000 Introduction to OrganizationalCulture and Environment

of the lecture

TheDay 2 lecture addressed different views held about the level ofcontrol that managers have the significance of organizationalculture, features as well as the significance of the organizationalculture, types of cultures that are created by managers, and the keycharacteristics of specific as well as general organizationalenvironment. The lecture addressed two types of views on themanagement’s control, which include the omnipotent view and thesymbolic view. Omnipotent view holds that managers should be helddirectly responsible for the failure as well the success of theorganization, while the symbolic view holds that success and failureis caused by factors that can be considered to be beyond the controlof managers.

Organization’sculture takes seven dimensions. These dimensions include innovationand risk-taking, outcome orientation, attention to detail, peopleorientation, aggressiveness, team orientation, and stability. Thedifference between a strong and a weak culture depends on the extentto which key values are held and shared within the organization. Adominant organizational culture refers to values that are shared bythe largest proportion of the stakeholders or members as opposed tothe subculture, which refers to values that are shared within certaindepartments or geographical regions. Organization’s cultureoriginates from assumptions and biases that are held by its founders,which are then inherited by other members through rituals, stories,language, and material symbol. For example, employees of theorganization may learn about the values upheld by the organizationfrom the stories they are told by founders, observing repetitiveactivities that are conducted in the organization, and learning thelevel of quality that is desired by the organization`s managers.

Whythe lecture was important to me

Thereare three factors that made the lecture significant to me. First, thelecture made a clear definition of organizational culture. It wasdifficult to define corporate culture before the lecture given thefact that different scholars define it in different ways. Secondly,the lecture helped me understand that there is a difference betweensubculture and the dominant culture. This gives an insight that it ispossible for a single department to uphold different values from corevalues that are observed by the organization as a whole. Third,although I knew that the organization’s culture is inherited by thenew employees from the founders and older employees, I did not knowthe modes in which this inheritance takes place. Therefore, thelecture addressed a critical factor, which is the methods (stories,language, ritual, and material symbols) through which employees learnthe corporate culture.

Connectingthe lecture with a contemporary management issue

Aneffective corporate culture makes it easy for the organization’sleadership to manage the diversity of its employees. According toLowe (2014) organization’s culture helps the management uniteemployees who come from different demographics. This is becausecorporate culture gives employees a new set of values that theyshould observe besides their traditional values. Staff diversity is acontemporary issue that is troubling management teams of the modernorganizations. Studies have shown that employees working for anorganization with a diverse workforce are about three times morelikely to leave compared to those working for non-diverseorganization (Community Foundations of Canada, 2015). This impliesthat the diversity of members of staff is currently a significantissue that the management can address by developing an effectivecorporate culture.

Conclusion

Themain purpose of lecture 2 was to address the critical issue ofcorporate culture, which defines the key values that all stakeholdersshould follow in order to achieve pre-determined objectives. It was asignificant lecture gives the fact that it informed much about themethods through which corporate culture is inherited by employeesfrom the founders of the organization. An effective corporate culturecan be an effective tool for managing the staff diversity.

References

CommunityFoundations of Canada (2015). Diversity at work: Why a diverseworkplace matters. CommunityFoundations of Canada.Retrieved October 14, 2015, fromhttp://hrcouncil.ca/hr-toolkit/diversity-workforce-matters.cfm

Lowe,K. (2014). Theimportant of culture in organization.Santa Monica: Demand Media.