MANGERIAL SYSTEMS AND ORGANIZATIONAL CULTURE

MANGERIAL SYSTEMS AND ORGANIZATIONAL CULTURE

            The structure of organization determines the role managers are expected to

         perform. Managerial systems also influence the human resources management 

         process of the organization. Managerial systems can be sub-divided into control, 

           information and people system.

1.           Control systems:  These are concerned with the collection of data and comparing this with standards or targets and taking corrective action where necessary. Some control measures are rigid and complex while others are simple and flexible. In all the needs for a control system is to get a feedback which must immediately transmit results that can be put to use. If there is any deviation this can immediately be corrected.

2.     Information systems:   These are essentially communication systems that ensure that the right information is available to individuals to allow them to be able to achieve their objectives. Increased use of technology has dramatically changed the way information is transmitted, and the speed at which it is available.

Employees no longer need to be in close proximity to each other to be able to communicate.  Equipment such as cell phone, Fax, e-mail and the internet have speedup long distance communication considerably. Managers are able, with the help of computers to process most data and monitor individual performance than ever before.

3.           Peoples systems:  People systems are basically the human resources management activities that are the subjects of our focus selection, training, appraisal, negotiation and discipline all regulate the people in the organization. Managers adopt styles which are relatively endeared towards their skills e.g. human, technical or conceptual skills.

The style becomes indicative of the culture.

 Organizational Culture:

       Morgan (1986) have defined  culture as a metaphor that points to means of creating organized activity by influencing the language,  norms, folklore, ceremonies and other social practices that communicate the ideologies, values, and beliefs guiding action. Others notably Robbins have describe organizational culture using observable, but not necessarily measurable characteristics thus:

Individual Initiative - the degree of responsibility freedom and independence that individuals have.

Risk Tolerance – The degree to which employees are encouraged to be aggressive, innovative and risk taking.

       Direction – the degree to which the organization creates clean    

       objectives and performs expectations.

Integration 
the degree to which units within the organization are encourage to operate in a coordinated manner

Management Contact – the degree to which managers provide clear communication, assistance and support to their subordinates.

Control – the degree of rules and regulations, and the amount of direct supervision that are used to oversee employee behavior.

Identity – the degree to which members identify with the organization as a whole, rather with their particular work group of filed or professional expertise.

Reward system – the degree to which reward allocations (i.e. salary increase, promotion) are based on employee performance criteria

Communication Patterns – the degree to which organizational communication are restricted to the formal line hierarchy of command.

   These characteristics of the organization’s culture are readily perceived by the employees while the overall aspects are harder to recognize. These aspects that are shared attitude, behavior, believer, and values of the organization. In his schein (1992) has defined ‘organizational culture’ as a pattern of shared basic assumption that a group learn as it solves its problems of external adoption and internal integration that has worked well enough to be considered valid and therefore, to be taught to new members as the correct way to perceive, think and feel in relation to those problem,’ all its activities and it is symbolized by being described as the way we do things here’. This concept naturally transverses over a period of time and involves the stories, myths, rituals, heros, symbols and language of the organization. Organizational culture defines how workers feel about their jobs, in particular it affects;

Leadership styles applied within the organization

Individual perception of colleague’s situation

Assumption about how work should be performed

Attitude towards risk.

How senior management perceives the very character of the organization, as a market leader of follower.

Organizational drive, vigor, and vitality.

Organization culture may be innovative, conservative or somewhere between the two. A conservative culture is likely to risk strategies heavily reliant on what has gone before, tried and tested solutions to problems. In this when the organization is making profit. Organizational culture creates norms of behavior, attitude and perceptions in addition to the myths mentioned earlier.

  Positive aspects of organizational culture are that it helps furnish employees with a sense of corporate identity as well as helping to generate commitment to the attainment of organization goals. It also provide employees with a frame of reference through which to evaluate issues. And by influencing individual perspective and perception, satisfy interpersonal relationship within the organization when culture is resistant to change or old habits are stubbornly maintain in place of innovative style. The becomes a cultural lag. Researchers have attempted to identify and measure various types of style influence the interaction and expectation of workers at the workplace. The influence the organizational culture can be identified in the following areas:

1.              Formal statement of organization philosophy, Mission, Vision, Value, and socialization.

2.              The design of physical space

3.              Slogan modeling, acronyms

4.              Role modeling, training programmes, teaching and coaching by managers and supervisors,

5.              Explicit rewards, status symbols and promotion criteria

6.              Stories, legends, and myths about the people and events

7.              The organizational activities, processes or outcomes that leaders pay attention to measure and control.

8.              Leaders reactions to critical incident and crisis

9.              The workflow and organization structure

10.        Organization systems and procedures

11.        Organizational goals and the associated criteria used for recruitment, selection, development, promotion and retirement of people. 

Achievements

Organization that do things well and value

members who set and accomplish their plans to reach these goals, and pursue them with enthusiasm. (pursuing a standard excellent)

Self-actualizing

Organization that do things well and value creativity, quality over quality

over quantity, and both task accomplishment and individual growth members are encourage to

gain enjoyment from their work. develop themselves activities.

(Thinking in unique and independent

ways)

Humanistic Encouragement

Organization that managed in a paticipative and person-centered way. members are expected to be supportive constructive, and open to influence in their dealings with one another. (Helping others to grow and develop) 

Affliative

Organization that place a high priority on constructive interpersonal relationship. members are expected to be friendly , open 

 and sensitive to the satisfactions of their work group. (Dealing with in a way) 

Approval

Organization in which conflicts are avoided and interpersonal relationships are pleasant-at least superficially, members feel that they should agree with, gain the approval of. and are liked by others. (Going along” with others.

Conventional 

Organization that are conservatives traditional and bureaucratically controlled. members are expected to conform. follow the rule. and make a good impression (Always following policies and practices)

Dependant

Organization that are hierchically controlled and non-participative. Centralized decision making in such organizations lead members to do only what they are told and to clear all decisions with superior. (Pleasing those in position of authority)

Avoidance

Organization that fails to reward success but nevertheless punish mistake. This negative reward system leads members to shift responsibility to others and avoid any possibility of being blamed for a mistake (Waiting for others to act first. 

Appositional

Organization in which confrontation and negativism are rewarded. Members gain status and influences by being critical and thus are reinforced to oppose the ideas of others (Pointing out flaws) 

Power

Non-participative Organizations structured on the basis of the authority inherent in members positions. Members believe they will be rewarded for taking charge controlling subordinates and at the same time being responsive to the demand of superiors (Building up one’s power base)

Competitive

Winning valued and members are rewarded for outperforming one another. Members operate in a win - lose framework and believe they must work against (rather than with) their peers to be noticed. (Turning the job into a contest).

Dependant

Organization in which perfectionism. persistence and hard are valued. Members feel they must avoid any mistake, keep track of everything and work long hours to attain narrowly defined objectives. (Doing things perfectly)