Organisational Environment and Culture

Organisational Environment Definition: The organisational environment is technically anything which is external to an organisation and can affect it in anyway, causing the organisation to react to this change. Fro example if a competitor lowers their prices, then an organisation in the same market may have to react by also lowering its prices, or saying that they have a better quality product which could help brand image and in turn sales, more than selling for cheaper. Organisational Culture Definition: Cultures in organisation is defined by how the organisation is run, how the personalities within the organisation interact with each other and also how the structure of the company is set out. Stable Environments From research it has been found that companies in more stable, simple environments have more standard, formalised cultures which are lead in a central way, not allowing much innovation or out-of-the-box thinking. This is most likely to do with the fact that their isn’t much to change all the time and therefore employees are expected to just get on with their job. Complex Environments This is in contrast to complex, unstable environments, where the culture is more likely to be informal, free-flowing and adaptable, as this leads to innovations, ideas to make change and ideas to help come back when a competitor, or another sector, has made a change. Key Learning Points How would you Define the Organisational Environment? How would you Define Organisational...

Task Culture

Culture Definition: Cultures in organisation is defined by how the organisation is run, how the personalities within the organisation interact with each other and also how the structure of the company is set out. Task Culture Definition: This culture doesn’t follow the others, as instead of having a Greek symbol; it follows the picture of a net, with some being stronger than others, showing leaders and more influential people within the organisation. Another name this goes by is the matrix structure, which you may have seen in Business Studies. This culture is all about getting the right people together and then letting them get on with the task in hand. This type of culture is all about team work and because of this is lead by expert power, the people with more knowledge and experience will tend to be the people who lead this type of culture in an organisation and bring the teams together to work towards the common goal. However, due to the team aspect ranks and such are normally ignored in favour of reaching the common goal. As this type of culture is easy to change within, they tend to be able to be adaptable when it comes with keeping up with competitors and the market they are in. Decisions are made quickly because people are able to discuss the changes which are being thought about, in the teams they have and therefore ideas get put forward. This is why these types of organisations tend to be in competitive markets, such as the Internet market, where product life is relatively short and change is needed to keep...

Role Culture

Culture Definition: Cultures in organisation is defined by how the organisation is run, how the personalities within the organisation interact with each other and also how the structure of the company is set out. Role Culture Definition: This can be seen as a Greek Temple, there is the top, the leaders, but so that these people succeed they need the people below. The god represented for this culture is Apollo, the Greek god of reason. This is because this culture works by leaders and employees being logical and being rational. Each department in this type of culture can be seen as a pillar for the temple. The pillars need to be, and often are, strong. All of these sections in an organisation are controlled by having appropriate job descriptions, procedures for communication and rules to help arguments not get out of line. This culture is very much along the lines of making everyone work together so that together the strength will grow and so will the organisation. There is a main set of leaders in this type of culture, with them relying on the ‘pillars’ doing their jobs well and allowing the people at the top to concentrate on what they need to do. As this culture depends on a job being done to the standard of that job description, the actual person in the job doesn’t matter as much. As long as the job is being done to a good enough standard then the person doing it will be safe. As performances above what is needed tend not to be essential, then people may become unmotivated in this culture, as they...