C/M/843. Changing organisational culture at Hephaestus

The paper reports on the changes in the organisational culture (OC) initiated at Hephaestus reviewing definitions of OC, outlining the change triggers and OC scope, indication criteria for successful OC change, and predicting the outcomes of OC in Hephaestus.

C/M/527. Organizational Culture: Questions and Answers

The report answers the questions that include: Which model for understanding organisation culture change do you find most plausible? Explain you answer; Why have some theorists suggested that organisational culture cannot be changed? Are they right?; With reference to an organisation you know, suggest why organisational cultures are so difficult to manage; Comment on the following quote "The very reason 'why firms exist', or the theory of the firm, is also strongly influenced by culture".

C/M/472. Organisational Culture and Strange Attractors

This paper examined the notion of strange attractors as an analogy for the behaviour of a company's culture as it adapts to environmental changes and uncertainties. It would be useful for anyone taking a complexity or chaotic view towards the study of organisational culture.

C/HR/145. 'HRM is now concerned more with the management of organisational culture than organisational structure'. Critically discuss this statement.

The essay discusses how HRM is more concerned with management of organisational culture compared to organisational structure. It is seen that effective management of organisational culture is crucial for sustaining competitive advantage in today's increasingly competitive market environment. In order to support the argument, relevant examples have been cited. Lastly, the implications for HRM are discussed also.

E/M/192. Organisational culture: theoretical and practical issues

The paper examines the concept of organizational culture (OC) presenting definitions of culture, identifying types of OC, reviewing theoretical approaches to culture, etc. Culture related problems of a company are analyzed suggesting solutions to the company's management.

E/M/159. Critically evaluate the claim that Culture in Organisations is something that can be managed.

The paper examines the mechanisms of managing organisational culture reviewing academic literature on the concept of organisational culture, types of culture, the relationships between culture and management, cultural interventions, etc.

E/M/155. 'Culture does not change because we desire to change it. Culture changes when the organization is transformed; the culture reflects the realities of people working together every day'. Discuss.

The paper examines the concept of culture reviewing academic approaches to organizational culture, national culture and joint venture culture. Levels of culture and cultural compatibility within an organisation are analysed with relation to the company's core competences.

E/HR/62. To what extent does organizational culture influence the degree of employee engagement in an organization?

The paper examines the influence of organizational culture on the employee engagement reviewing academic definitions of organizational culture, employee engagement, job satisfaction, etc. The determinants of employee engagement are identified; their behaviour in different scenarios is analyzed arguing that different cultures have different influence on employee engagement.

S/M/187. People in organisations work culture to their own ends. Discuss the view that sub-cultures are endemic but irrelevant to the managing of large organisations.

The assumption given by the underlying question that people in large organisations manipulate culture to their own ends was amplified by several examples given by the works consulted. This essay has also shown that sub-cultures or counter-cultures do exist and that they are endemic and often able to be utilised to support cultural objectives of a company and that they are therefore not irrelevant for managing large organisations. This refers to the positive example of the “Design Department” in the “Olympic Committee”. The example based on Watson’s text shows in contrast that an engineered culture should carefully be implemented and that the importance of maintenance on inter-subjective coherence of several existing discourses in terms of their mutual influence, should always be taken into consideration.

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