“The first appearance of organisational culture dates back to the 1940s. In contrast to rational and control-based management, a relational and cultural dimension that encouraged cooperation and commitment to work developed. However, in the face of the difficulty of measuring these dimensions, in the 1960s and 1970s, measurable organizational elements came to the fore, focusing on characteristics such as employee attitudes, authorization, status differences, interdepartmental coordination, and employee involvement in the work, which were described as corporate climate. Towards the end of the 1970s, more in-depth analyses of the invisible features of corporate life began to gain importance. The role, importance and characteristics of organisational culture were once again at the top of the agenda. Most importantly, attention turned to the effects of organisational culture on performance, its stages of development and its changeability. Kotter and his colleagues from the Harvard School of Business Administration asked 75 financial analysts to identify the most successful companies and define the factors that distinguish them from others. 74 out of 75 analysts agreed that organisational culture is a “critical success factor” in achieving competitive advantage.
In recent years, it is now recognized that organisational culture is not a spontaneous phenomenon, but a manageable element that provides competitive advantage. For the long-term success of a company, the importance of managing and, when necessary, changing the organisational culture in line with changing conditions and the needs of the organization is known.”
In the 1980s, the US business world, alarmed by Japanese competition, discovered organisational culture. It was understood that organisational culture is a manageable phenomenon, and when managed well, it positively affects corporate performance and competitive advantage. Issues such as leadership, change-oriented culture, learning organization and innovative culture emerged as a result of this understanding. Organisational cultures have become characterized by features that support quick reaction, knowledge management, creativity, participatory management and leadership .
Historical Development
The first introduction of organisational culture dates back to the 1940s. In contrast to rational and control-based management, a relational and cultural dimension that encouraged cooperation and commitment to work developed. However, in the 1960s and 1970s, in the face of the difficulty of measuring these dimensions, measurable organizational elements came to the fore; employee attitudes, empowerment, status differences, interdepartmental coordination, and employee involvement in the work were emphasized as corporate climate . Towards the end of the 1970s, more in-depth analyses of the invisible features of corporate life began to gain importance. The role, importance and characteristics of organisational culture were once again at the top of the agenda. Most importantly, attention turned to the effects of organisational culture on performance, its stages of development and its changeability. Kotter and his colleagues from the Harvard School of Business Administration asked 75 financial analysts to identify the most successful companies and define the factors that distinguish them from others. 74 of the 75 analysts agreed that organisational culture is a “critical success factor” in achieving competitive advantage.
In recent years, it is now accepted that organisational culture is not a spontaneous phenomenon, but a manageable element that provides competitive advantage. For the long-term success of a company, the importance of managing and, when necessary, changing the organisational culture in line with changing conditions and the needs of the organization is known.
New organisational culture
While a strong and consistent organisational culture is important for start-ups, mature companies need to learn to react quickly, be flexible and open to change and learning. A Caldwell study found that organisational culture was the main culprit in failed TQM, restructuring and 6 sigma projects. Contemporary companies need multidimensional cultural navigators to guide employees on how to think and behave in critical situations. New organizational cultures should provide employees with ways of thinking and behaving in the face of change, diversity, conflict, innovation, organizational learning, knowledge management, alliance building, relationship building, and social responsibility. It is necessary to identify and manage the cultural drivers that will respond to such diversity, to create as much synergy between them as possible, and to prevent them from contradicting each other. This dynamic understanding of organisational culture also imposes on leaders the task of managing organisational culture in a way that is appropriate to current and future needs. In addition to supporting openness to change, organisational culture should encourage the intellectual engagement of human capital, and encourage learning, generating and applying knowledge, and sharing knowledge with others. In today’s companies, which are valued more for their intellectual assets than their tangible assets, this is necessary to maximize the use of intellectual capital. In conclusion, the results of Cameron and Quinn’s research summarize the new organisational culture: The most successful companies have strong leadership that embraces authentic strategies and a strong culture that enables them to implement those strategies.
The constitution of contemporary organisational culture
The company should be proactive, not merely reactive
The company should not merely adapt to its environment, but influence and manage it
The company should be pragmatist, not idealist.
The company should be oriented not only to the present and the past, but also to the future
The company should embrace pluralism, not one type of person
The company should not only be business-oriented, but also relationship-oriented
The company should strengthen its external connections while improving internal integritySchein (1992)Tweet
Handan Dedehayır; Baltaş, Education Program Development, Psychologist
Source: https://kaynakbaltas.com/inovasyon/dunden-bugune-kurum-kulturu/
