英语论文网

n to achieve what it intends to do (Miner 2007: 321). It is the set of ideologies that an organisation's leader has, according to existing theories on the subject, which will direct how the culture is developed and what ideals and values are encouraged (Ashkanasy et al. 2000: 262).

In order to maintain the cultural embedding and ensure the right culture is developed at both the overall level and among the developing subculture framework, it is then up to the leader and management to ensure some types of control mechanisms are in place over the tangible and intangible aspects of the organisation, including the “(1) organizational structure and design, (2) organizational procedures and systems, (3) the design of buildings and physical space, (4) stories and myths regarding important people and events, and (5) formal statements of organizational philosophies and missions” (Miner 2007: 321).

A similar school contends that the notion of organisational culture is based on the premise that people within an organisation act out their roles and responsibilities in response to how they define the concept of work and how their organisation rewards or punishes that definition of work, which then determines how they respond to those cultural beliefs (Chan 2000: 83; Alvesson 1993: 118). As such, managers would need to shape their organisational culture in such a way to help influence their workers' definition of the concept of work so that they can maximise their talent and increase productivity in order to achieve their objectives. Again, this returns to the notion of cultural embedding where the management and Leadership must imbue this culture into each individual within their organisation to influence beliefs and behaviours (Chan 2000: 83).

Because many of the concepts involved in culture tend to be intangible and somewhat hidden, including beliefs and values that may be hard to discern or articulate, the available management theories contend that it is up the leadership to take up the cause and communicate what the values and beliefs mean on a regular and consistent basis as part of the embedding process (Bush 2003: 160; Smircich 1985: 58). Additionally, the theories contend that leadership must also take up the cause of culture by creating and encouraging specific rituals and ceremonies, such as reward programmes, employee meetings, and other tactics that are designed to reinforce the values and beliefs of the organisations (Bush 2003: 161).

Effective intervention by leadership in an organisation can help adjust the culture to where it should be in order to meet strategic objectives. Theorists believe that leadership can enact this type of cultural shift through consensus building with the organisational members, focusing on trust and relationship-building both internally and externally, directing high levels of communication and feedback throughout the organisation, providing the necessary training and knowledge transfer, and, most importantly, leading by example (Deal and Kennedy 1982: 189). These tactics by management are particularly essential for larger organisations that may have subcultures, including those with multiple locations, which may need to change or adapt to an overall organisational shift in strategy or beliefs, such as a movement to an environmentally sensitive culture or a culture that is more customer-focused.

Conclusions——结语

本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。