Understanding Organization Surroundings of Organization

Question: Discuss about the Understanding Organization for Surroundings of Organization. Answer: Part 1: Improving organisation: Organisational culture includes values and principles, which makes a successful contribution in the communal and psychological surroundings of an organisation. According to Alvesson and Sveningsson (2015) organisational culture represents the collective values, beliefs and principles of organisational members which takes into the considerations standards, systems, symbols, language and habits. To improve an organisation culture it is imperative to deal with the issues, which affects the work force. Thus, poor company culture injects low self-esteem, high turnover, failure of productivity and a significant loss of profit. Below stated are the ways to improve the organisational culture; Articulating organisations mission and vision: A leader should accurately understand the mission and vision before a staff could observe how they contribute to its business. These visions consist of the companys mainstay values, which help, in defining the performance and operational excellence (Bedarkar et al. 2016). The challenge lies in articulating such concepts in short and concise statement which the employees to understand the operational functions. Addressing problems and concerns: Employees will be up with improved culture when they are able to share concerns or issues that come in work place. Employees must feel that the management is willing to listen to the concerns and issues or developments prior to the management damages or causes the customers to defect from competition (Nica 2013). Addressing issues helps the staff in progressing towards a organisational resolution. Inviting new ideas and accepting the faults: It is evident that all new ideas do not necessarily originate from higher-level authority. Employees should be invited to contribute to the fresh ideas and perspectives as employees interact with customers regularly on day-to-day business activities to uniquely understand what is working for the organisation. In order to improve organisational culture, encouraging out of the box thinking will provide a learning opportunity for all the employees. Actor-network theory: Actor network theory can be defined as an approach towards social theory and research, which originates in the field of science studies by treating objects as a part of social networks. Although such theory is best known for its controversial incidents however, it is also associated with the powerful assessment of conservative and crucial sociology. The theory maps out the relation amid material and concepts as a constructive approach, which avoids essential description of events or innovations (Hung 2016). As a part of practical implications, strategies to relate different elements together into the network help in resolving the relations by eliminating social conflicts. It is also assumed that network of relations are not intrinsically coherent and might contain conflicts of interest. Social interest denotes that humans and non-humans actors and network takes the shape by virtue of their relations with one another. As soon as the actors engage with a network, it is caught up in the web of relations and forms a part of entelechy. The theory does not makes an attempt to explain the reason behind the existence of such network however, it is more interested in the infrastructure involving the actor networks as the procedure involving their formation and decline apart. Part 2 The Dutch Belgian Group banks were facing huge cultural and political issues after the advent of an International Takeover. An organizational culture is a system of values, assumptions and other interpretations which helps in guiding the members of an organization, as per the requirement of the environmental aspects of such establishment. The Dutch part had always been a tough fighter and had succeeded in resisting their enemies. Whereas, the Belgian part had undertaken survival strategies like surrendering, back stage politics and active participation in diplomacies (Coffee 2016). Dutch part was referred to as the Seers and Belgian as Savants. The Seers were seen to be a most interesting part, in comparison to the political Savants. The secretive nature of the Belgians was not improving the status and development of the organization. They were not active and willing towards engagement of planning of economy, studies of feasibility and other performance measures. There were open disapprovals in the meetings and no written documentation was maintained on the part of the management, which is against the theory of maintaining a secured organizational culture and ethics (Coffee 2016). The theory of organizational culture aims at setting up of clear goals and objectives, which the Belgian group lacked and they did not, had any intention of improving such part from their organization to become effective and efficient while operating. The Savants were looking after the lunch of the members and in the incorporation of large quantities of wine for the resources to gain efficiency (Huhtala 2013). The organizations must have concentrated on forming social networks, and not declining the role of public in the up gradation of the organization. According to the Actor Network Theory, an actor on mixing up with non-actor content like technologies, animals etc can generate a healthy and developed network for the society as a whole. The risk management system of the Seers, the Dutch part was being asked to be shut down by the Belgians, so that the Savants would be successful in the transfer of such risk management strategies. Thus, the Actor Network theory was to be followed on by the organizations, to remove or stop any clash of both systems and managements (Van der Duim 2016). The Dutch had been able to attract the interviewees, as they made economic situations unlike the politicking and backstabbing policies of the Belgians. As a part of a good organizational structure, there should be inclusion of good and attractive physical symbols like logos, designs. There must be good rewards and punishments, traditions as a part of behavioural symbols and verbal symbols like names, stories, histories etc. (Ali, Songa and Otieno 2015). In addition, rituals and other such performances, which included routine, work in workplaces, cooperation and social relations within and outside the organization. The power and control procedures should also be undertaken by an organization, but with care and considering strategically. The cultural differences were huge on the part of Savants as they did not maintain smart dressing, no flexibility in the hours of working and thus the people had to stay up late (Ali, Songa and Otieno 2015). Roger found that there were cultural differences amongst the employees. The culture of the people working in the Belgian branch was starkly different from those working in the Amsterdam branch. The cultural difference that was present was in the context of what people wore clothes. The cultural differences were also present in the functioning of the people amongst the two countries. A study conducted in Greece (Uzkurt et al. 2013) found that cultural differences do exist in the banking sectors. While the Banks in Greece followed a hierarchical structure the people working in the banks preferred a friendly clan culture. The study showed that a strong organizational culture amongst the employees was very important for the performance as well as effectiveness of the banking sector. Roger also found that at the Belgium headquarters of the bank the employees were very particular of the timing of the bank. Seers employed less female managers. Most of the female employees at Brussels were PAs. A study done by Pryce and Sealy (2013) found that women are not adequately represented in the top management in the banking sector. The organizational culture of the banking sector has been criticized for the male dominated environment. It has been found that male employees dominate the responsible positions in the banking sector. The positions that male employees occupy are senior levels and those, which carry some amount of responsibility. It is supposed that male employees are better at providing strategic directions to the firms. This male dominated organizational culture has prevented the growth of the female employees at top positions, and they remain at assistant level jobs. Job satisfaction is a key factor in organizational growth (Alvi et al. 2014). Roger found that the organization promoted good hospitality at the company canteen. The quality of food and wine was good. The canteen served all types of food, specially those preferred by the employees. The canteen serves as a meeting point of the employees at Seers. Job satisfaction and hospitality of the organization are related to each other. For the purpose of job satisfaction the organizations provides different types incentives. These incentives can be in the form of hospitality also. Roger found two different types of organizational cultures in the organizations. The Dutch employees preferred an open and honest type of organizational culture. The Belgians preferred a polite and humble nature. He also found that the Belgians respected authority in the organizational structure. A study by Simiyu and Waithaka (2015) found that organizations could have different types of cultures. The cultures prevalent in an organization are situational and are based on the type of people working in the organization. The employees working in the organization define the type of culture present in the organization. The study felt that the involvement of the employees in promoting the culture was important from the business strategy point of view. This type of culture also gives rise to peer-to-peer solving of different problems and growth of organizational beliefs. Reference List: Ali, Z., Songa, J. and Otieno, S., 2015. Savant Journals 2052-1480. Alvesson, M. and Sveningsson, S., 2015.Changing organizational culture: Cultural change work in progress. Routledge. Alvi, H.A., Hanif, M., Adil, M.S., Ahmed, R.R. and Vveinhardt, J., 2014. 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