The aim of this management report is to explore the
relationship between an organizations performance and its culture. Each
section/chapter will discuss the research question using academic literature.  To aid in the structure, general
organizational culture issues and the differing types of organizational culture
will be discussed. In Section/chapter 3 numerous gauges of performance will be
identified and clarified. Consecutively to explain the relationship between the
two theories the aim of chapter/section 4 will provide an exploration between culture
and performance. It has been assumed that the performance indicator varies
across distinct organization culture and that it has a tendency to be linked with
certain performance value. The conclusions, limitations and recommendations for
future research are the main aim in the final chapter.



Chapter 2

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Organizational culture

Organizational culture is the theme for this
chapter/section. The data will be discussed in three different phases. The first
phase is to define organizational culture. This is an important phase as
understanding the meaning of organizational culture will aid in the answering
the research question. The next phase will be to consider the two organizational
cultures views. Numerous dimensions of culture, commonly used for measuring organizational
culture, will be put forward next.


2.1 Organizational
culture definitions

The literature tackling organizational culture issue is spread
out.  Schein (1984) states “because
different disciplines define organizational culture in different ways, there is
no consensus on the definition of organizational culture”. Yet an investigation
into the different culture definitions shows that researchers regarded
organizational culture in three ways.  Gallear
and Ghobadian (2004) said “the first group views culture as the shared values,
the second group view it as the way of working, and the third group view
culture as a combination of both”. Trompenaars (1998) stated organizational
culture is a “shared values that dictate how we act, what we pay attention to
and what we value in an organization”. Adopting a similar point of view,
O’Reilly and Chatman (1996) claimed that “culture is a system of shared values
defining what is important, while norms define appropriate attitudes and behaviours
that guide member attitudes and behaviours”.

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