What is Organisational Culture and How Can IT Be Managed Effectively

Budaya organisasi merupakan salah satu faktor penting yang menentukan kesuksesan suatu organisasi dan memiliki dampak jangka panjang terhadap kinerja organisasi tersebut. Nilai, cerita dan pahlawan merupakan elemen-elemen yang saling berkaitan dalam membentuk budaya suatu organisasi. Budaya organisasi yang kuat bisa menjadi kekuatan penggerak sekaligus bisa meningkatkan motivasi karyawan-karyawan sehingga mereka akan memiliki persepsi dan sikap yang sama dalam mencapai tujuan organisasi. Dengan demikian, karyawan akan memiliki komitmen yang tinggi terhadap organisasi tersebut. Oleh sebab itu, suatu organisasi harus mampu mengelola budaya organisasinya dengan efektif sehingga tujuan organisasi bisa tercapai dengan sukses

Profiles of organisational culture in Indonesian construction companies

Although relatively few studies have been undertaken analyzing the drivers of performance for construction companies in producing and delivering satisfactory quality of project works, findings from previous research reveal that there is a significant correlation between the company’s organisational culture and the quality performance of contractors. It has also been noted that the nature of organisational culture is a major determinant factor for quality improvement. This paper presents a summary of the results of a pilot study investigating the organisational culture profiles of five Indonesian construction companies. The survey utilizes the Organisational Culture Assessment Instrument (OCAI), which is based on the Competing Values Framework (CVF). This instrument assesses six important and significant traits of organisational culture: dominant characteristics, organisational leadership, management of employees, organisational ‘glue’, strategic emphasis, and criteria of success. These assessed cultural dimensions identify the most close-fitting perspective of a company’s inherent culture drawn from four possible types: clan, adhocracy, market, or hierarchy culture. Further discussion is presented, which describes the companies’ dominant cultural profiles in terms of strength and congruence and how an effective quality management system operates within the dominant culture type. This analysis contributes to the finding that a suitably ‘strong’ organisational culture impacts positively on construction organisation success within its own specific sector

The management of organisational culture

Culture is a term that is used regularly in workplace discussions. It is taken for granted that we understand what it means. The purpose of this paper is to identify and discuss some of the significant issues relating to the management of an organisation's culture. As organisational cultures are born within the context of broader cultural contexts such as national or ethic groupings, the paper will commence by defining 'culture' in the wider social context. This definition will subsequently form the basis for discussion of definitions of organisational culture and the paradigms and perspectives that underpin these. The paper will then discuss the issue of whether there is one dominant culture that typifies an organisation, or whether an organisation is really a collection or sub-set of loosely bound group identities. Finally, the paper identifies some implications for the management of culture management and change

Organisational symbols : reflections of organisational culture?

The objective of this paper is to discuss the role(s) of organisational symbols in representing organisational identity. To what extent do the so-called organisational symbols have significant impact on the employees in an organisation in identifying themselves with the organisational identity? Is it due to the top-down approach imposed by the top management? This paper is based on a six month ethnographic study conducted in selected Information Communication Technology (ICT) based corporations in one of the Malaysian Multimedia Super Corridor (MSC) cities. From the findings, there are three main organisational symbols which are related to organisational identity : identity cards, black sofa, and office cubicles. The paper concludes that the construction of organisational symbols is a mix of a controlled culture (topdown) and to a certain degree is the participative activity of the employees. Nevertheless, the organisational symbols are embraced by the employees due to the need to be identified with an organisation

The impact of organisational culture on WiMax adoption by Saudi SMEs

Although there is some research that examines Worldwide Inter-operability for Microwave Access (WiMax) adoption, the role of the organisational culture by Small and Medium Enterprises (SMEs) has not been studied in the context of the Kingdom of Saudi Arabia (KSA). This paper presents the outcome of a study carried out to examine the impact of organisational culture on the WiMax adoption by SMEs in the KSA. Based on Cameron and Quinn's Organisational Culture Assessments Instrument (OCAI), 63 questionnaires were distributed to different SMEs in Saudi Arabia. The results showed that there is a relatively low level of WiMax adoption by Saudi SMEs. Findings stated that Saudi SMEs are dominated by the clan culture where people are less innovative than the people in adhocracy culture

Knowledge management and organizational culture

This paper explores the relationship between organisational knowledge, organisational culture, and Process Based Systems (PBS), in the U.K. National Health Service (NHS). Links between PBS and organisational culture have been observed before(Perry, 2003); the contribution made by PBS to organisational knowledge has also been suggested (Perry, 2004). However, links between organisational knowledge and organisational culture in the NHS have not been widely studied. A qualitative study of these links across clinical functions has been used in conjunction with a literature review to consider in particular the use of tacit knowledge and the role that might be played by PBS in mediating and sharing this "embedded" or experiential form of knowledge. While there may be some opportunity for "externalisation" (Nonaka, 1994) - the conversion of tacit to explicit knowledge, this paper argues that PBS may also contribute to "socialisation" - the direct generation of tacit knowledge by tacit knowledge.Process Based Systems, knowledge management, organisational culture

Uncovering the impact of organisational culture types on the willingness to share knowledge between projects

Current literature has established that organisational culture influences knowledge management efforts; however, it is only recently that research on project management has focused its interest on organisational culture in the context of knowledge sharing and some preliminary studies have been conducted. In response, this paper adds a significant contribution by providing rich empirical evidence of the relationships between culture and the willingness to share knowledge, demonstrating which cultural values are more and which are less likely to improve inter-project knowledge sharing behaviours. The use of interviews and the Organisational Culture Assessment Instrument (OCAI) (Cameron & Quinn, 2005) in the cross-case examination of culture in four participating cases has resulted in rich empirical contributions. Furthermore, this paper adds to the project management literature by introducing the Competing Values Framework (CVF) of Cameron and Quinn (2005) to evaluate knowledge sharing in the inter-project context

Organisational culture and quality of health care

concerned with assessing and improving the quality of health care. The USA, in particular, has identified specific concerns over quality issues1 2 and a recent report from the Institute of Medicine pointed to the considerable toll of medical errors.3 In the UK a series of scandals has propelled quality issues to centre stage4 5 and made quality improvement a key policy area.6 But how are quality improvements to be wrought in such a complex system as health care? A recent issue of Quality in Health Care was devoted to considerations of organisational change in health care, calling it “the key to quality improvement”.7 In discussing how such change can be managed, the authors of one of the articles asserted that cultural change needs to be wrought alongside structural reorganisation and systems reform to bring about “a culture in which excellence can flourish”.8 A review of policy changes in the UK over the past two decades shows that these appeals for cultural change are not new but have appeared in various guises (box 1). However, talk of “culture” and “culture change” beg some diffi- cult questions about the nature of the underlying substrate to which change programmes are applied. What is “organisational culture” anyway? It is to this issue that this paper is addressed

Transformational Leadership: Building an Effective Culture to Manage Organisational Knowledge

This paper reviews the current literature of management to indicate how transformational leaders contribute to organisational knowledge by building an effective culture. The paper is based on a review of leadership theories, organisational knowledge, organisational culture and the integration of concepts from the knowledge-based view of the firm. This review also indicates that to develop organisational knowledge transformational leaders act as change agents who influence organisational culture which can in turn mediate the relationship between transformational leadership and organisational knowledge

The role of organisational culture during the implementation of internal succession planning within Malaysian research universities

Succession planning is not new to academia and many institutions have supported these programs for years. Few, however, have adopted formal succession planning strategies that are both strategic and deliberate and encompass the full spectrum of succession planning activities. However, less is understood about the role of culture on succession planning within public universities in Malaysia. Nevertheless; there is an absence of a comprehensive conceptual model of the culture-succession relationship in the literature that includes the impact of moderators such as national culture. A mixed mode design was adopted by the study where qualitative data was first collected, analyzed and then used to develop a survey instrument for the quantitative phase of the study. The study surveyed 375 academic staff of the five research universities in Malaysia, and the results were analyzed using the IBM SPSS for Windows and PLS-SEM. A structural model was built to identify the relationship between the organisational culture and succession planning and the moderating effect of the national culture in public research universities. The study's findings showed that succession planning is still new to public universities in Malaysia and training and development are still unstructured. Although there was a positive and significant relationship between organisational culture and succession planning, whereas, findings suggested national culture showed a moderating effect on the relationship of organisational culture and succession planning. The model can help to analyze organisational culture in order to change the Malaysian public universities’ strategy to implement succession planning