The Culture Essay

1446 Words Nov 15th, 2012 6 Pages
Chapter 5: Culture and history

The Chapter 2, 3 and 4 have considered the important influences of the environment, internal capabilities and stakeholder expectations on the development of an organization’s strategic. However, it is danger that mangers only take into account relatively recent phenomena without understanding how those phenomena have come about or how the past influences current and future strategy. Many well-established organizations such as Mitsui Group are strongly influenced by their historical legacies that have become embedded in their cultures (JSW, 2008).

The business environment cannot be understood without considering how it has developed over time. The capabilities of an organization, especially those
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Culture in four layers (JSW, pg194)

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i. Values

Values may be easy to identify in an organization and are often written down as statements about an organization’s mission, objectives or strategies.

ii. Beliefs

Beliefs are more specific but again they can typically be discerned in how people talk about issues that organization faces.

iii. Behaviors

Behaviors are the day-to-day in which an organization operates and can be seen by people both inside and outside the organization. this includes the work routines, how the organization is structured and controlled and ‘softer’ issues around symbolic behaviors.

iv. Taken-for-granted assumptions (paradigm)

Taken-for-granted assumptions are the core of an organization culture. They are the aspects of organizational life which people find difficult to identify and explain. They are referred to as the organization paradigm, a set of assumptions held relatively in common and taken for granted in an organization. For an organization to operate effectively there is bound to be such a generally accepted set of assumptions. The paradigm can underpin successful strategies by providing a basis of common understanding in an organization, but can also be a major problem when major strategic change is needed.

The taken-for-granted nature of culture is what makes it centrally important in relation to strategy and the management of strategy. In fact, culture is an unintended drive

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