The dynamics of management and the corporate culture
Management of an organization
An individual working for an organization works more efficiently in an environment conducive to meet his ambitions and aspirations. There is nothing more fulfilling in life than to be rewarded, in monetary terms, for the work done by an employee.
The culture in an organization has an important role in defining the kind of employee that it wants to have. Hence, Tushman and O'Reilly (2002) have observed that culture can be seen in the norms and values that characterize a group or organization; that is, organizational culture is a system of shared values and norms that define appropriate attitudes and behaviors for its members.
This paper deals with an employee's point of view regarding the culture of his organization, in this case, an insurance company.
In the Accounts Management and Collection Division, the norm is that a unit member has to be motivated with the idea that the more the remittance collection, the more stable an organization could be. Hence, one should be adept of the accounts management processes and be hard at work in maintaining the organization's financial standing, or even exceeding last year's profits. These norms could be very taxing to a regular employee coupled with the fact that his boss is an authoritarian one.
To address some inquiries and the fast facilitations of certain unit tasks, reliable communication system is needed. However, informal communication networks still exist which are indispensable and cannot be replaced by a formal and strongly implemented communication hierarchy.
Some tasks need to be completed in less time that the urgency would likely dispense with the formal communication network of the accounts management unit.
A certain urgent task needs, for example, the approval of the unit head leading to the bypassing of other usual processes beforehand. This usually happens in the unit within the organization. Sometimes a field officer would just lift a phone and then gets approval from the management of the organization. This dispenses with the policies and rules of the managerial hierarchal communication system.
Nonetheless, informal powerful individuals don't exist in the unit and the whole organization. The wisdom and experiences of those individuals holding leading positions are to be followed so as to avoid chaos within the insurance company and to harmonize each and every program implemented to achieve its main corporate objectives.
Being one of the rank and file employees, the employee's point of view regarding the whole insurance organization is restricted. But it is needless to say that the employee doesn't play a part in the communication exchanges between and among unit heads and those in the managerial level of the organization.
To facilitate task accomplishment, an organization's culture must be suited to the organization itself. One good example is that when trust and teamwork are instilled in each and every organization member's mind, the whole organization changes into a successful one. Kotter (1996) said that teamwork on a guiding change coalition can be created in many different ways. But regardless of the process used, one component is necessary; trust. When trust is present, you will usually be able to create teamwork. When it is missing, you won't.
Hence, one is indispensable without the other. Tasks are accomplished when a collective effort is being done by each member of the organization to promote a beneficial change in the organization.
For every task, a demand to complete an assignment can be seen at the other end. The unit's norms, value, and informal communication networks come into play here. Two values that are very important regarding this are motivation and commitment to meet task demands. It is said that "motivation and sustainable commitment come from individual's beliefs that their efforts are contributing to something worthwhile. In the short term, each of us may be motivated by the prospect of a promotion, a raise, or meeting a deadline. But in the longer term, commitment requires that people genuinely believe their efforts contribute to some higher good and make a difference." (Tushman and O'Reilly, p. 100)
The culture of an organization, if wielded properly, could be a catalyst for change and success for a certain organization. Hence, a shared feeling of belongingness in an organization should be developed and harnessed for the reason that every employee's action is done for the well-being of the organization.
In the words of Kotter (1996), the typical goal that binds individuals together on guiding change coalitions is a commitment to excellence, a real desire to make their organizations perform to the very highest levels possible.
This end result could be explained with the fact that "subjects became increasingly involved through making a series of public commitments. Once a series of public is made, it becomes progressively more difficult to back out. Behavior leads to attitudes." (Tushman and O'Reilly, p. 132)
1) Kotter, John P. (1996). Leading Change. Massachusetts,
Harvard Business School Press
2) Tushman, Michael L., & O'Reilly, Charles A. (2002).
Winning Through Innovation. Massachusetts,
Harvard Business School Press