About Organization Culture Resources In The Society (Essay Sample)

Organisation Culture:
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Organisation culture is defined as a set of basic assumptions that work well in the past that are incorporated as correct assumptions within the organisation. It forms an integral position of general functioning of the organisation. The role of the organisation culture can be divided into two categories; internal integration and coordination. Internal integration can be described as the socialising of new comers into the organisation, the feeling of recognition among the personnel and commitment to the organisation. The coordinating function concerned with creating a competitive edge, bringing sanity to the environment in terms of acceptance behaviour and social system stability. It provides a shared system meaning, which forms the grounds for communication and mutual understanding and complements rational managerial tools by playing an indirect responsibility in influencing behaviour (Chan & Shaffer 2004).
The measuring of the organisation value system put in place by the organisation culture requires, first, the identification of central values in any single organisation. This may require some clinical approach judgement on communication from interviews with central leadership. Samsung as a well-established organisation, top leadership charts the directions of the organisation and give direction to the subordinate. Information obtained from the top management should also permit the assignment of a relative weight to each core value identified, reflecting the importance to the organisational mission. The importance factors are the degree to which the members agree with the entire value system (Marcus & Gould 2000). Technology transfer across nations we need understanding of technology transfer and a conceptual framework that enhances the role of cultural variations across nations. For example, transfer of technology from IBM of U.S.A. to Siemens of West Germany is possibly to be viewed as a strategic issue by both the transacting organisations (Kedia et al 1988).
Organisation culture practices are very crucial resources that may address the need of ever changing capabilities. Although human capital is vital, the engine for constant superior performance is the combination of human capital management capabilities and an appropriate culture. It takes time to develop a culture, which may explain the failure to achieve sustained competitive advantage by organisations focusing primarily on short-term profits. It is a culture that provided a general direction for employees to develop skills and learn new innovations, vivid guidance for allocating organisation resources for future competition, the strong foundation for creativity, positive and proactive attitudes towards changes and a determination to work with high degree of flexibility. A culture facilitated an organisation to maintain its well developed and self-driven human capital is equally vital in its nature. These dimensions of organisation culture will not only enhance organisation’s superior capabilities but also strengthen the impact of human resource practices throughout the firm (Chan et al 2004).
A unique culture can be used as a strategic resource. Organisations having superior knowledge are able to coordinate and constitute their traditional resources and capabilities in new and most unique ways, offering more value to customers than their competitors. Organisation can comprehend how to exploit and develop its tradition framework better than competitors, even if some or all of those resources are not distinctive. For instance, Lease Co came up with this opportunity by occasionally bidding aggressively on complex, novel, or unpredictable lease opportunities to gain unique lever gable knowledge from those experiences, with the aim of preventing its competitors from gaining the same know...