Impact Of Culture On Organizational Culture

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The purpose of this memorandum is to present the argument that national culture has an impact on the organizational culture in various ways. It will also seek to justify the contingencies that have to be taken into consideration when researching, making and implementing change initiatives.
Organizational culture in the era of globalization: is to clarify the functioning of organizations critical experiences, details creating the values upon which the strategies course towards the system, establish the example of human relations, determining fundamental attitudes towards the internal and external environment.
The interests for identifying and defining an organizations culture started in 1957 where an organization was address as a social organism. Research was conducted on different companies such as Hewlett-Packard, IBM, Procter and Gamble, Delta Airlines the research revealed the importance in terms of managerial practice in organizational culture. During the research William G Ouchi introduced a new essential: the national individualities of an organizational culture. Where he compares two different models (American and Japanese) and highlights the specific feature of an organizations culture in
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According to hofstede’s research the individuals with this type of culture respect and obey their elders and the rules and guidance provided to them. Where as in countries where there is low uncertainty the opacity is less threatening and individuals tend to make fewer rules, take more risks, engage more in participative decision-making and favour organic structures (Cummings & Worley, 2001). Fagenson-Eland et al (2004) research shows that the cultures with high uncertainty avoidance are less likely to use culture change

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