Organisational Culture in Construction System †MyAssignmenthelp

Question: Discuss about the Organisational Culture in Construction System. Answer: Introduction: Organisational culture is something which is extremely important for an organisation to make sure the organisational environment is suitable for operations. Organisational culture is the way an organisation places itself among the employees and the way it does things. In the contemporary business environment the discussion of organisation culture stands to be important as most of the organisations are focused on gaining competitive advantage which would only happen if the organisation is able to make sure that all the different employees of the company are working towards the overall growth and development of the organisation. The needs and wants of people are insatiable and hence it is important to stay under a culture that supports an individual to effectively understand the society. Similarly organisational culture has evolved over the years which have become effective for the operations of an organisation (Carlstrm and Ekman, 2012). As per the classical theory of culture it is defined as the environment under which people learn and develop beliefs and ideas and meaning of their lives and also understands the value of staying in the society which largely helps to improve the overall productivity of the organisation. The organisational culture is different in different organisations and hence it is important for the organisation to understand the suitability of the organisational culture implemented in the organisation. As per the top philosophers and anthropologists different people have different perspective of culture which is why nobody could be said wrong as per their perception of culture. Since the present discussion is not about the societal culture and is highly related to the aspect of business it is important to mention that businesses normally believe in doing things in a specific way which is regarded as culture (Huhtala et al., 2013). For an organisation there could be different cultures in different levels of the organisation with one culture at the helm which helps all the employees to focus on the organisational goals and objectives. It is important for the organisation to understand its own values and principles which helps to set up a strong business motive and also helps to influence the employees and establish a professional culture in the organisation which would help to get the best possible result from the employees (Rameezdeen and Gunarathna, 2012). Organisational culture largely involves the different strictures, norms, values of an organisation that helps the organisation to build up a strong organisation and prepare its employees accordingly. To conclude it could be said that organisational culture is the amalgamation of personal and professional cultures of the entities involved with an organisation that makes a unique environment in the organisation allowing the employees to explore personal areas of development and also enhance their learning abilities by getting exposed to different situations that strengthens their personal and professional integrity and helps to make them a compact professional. The organisational culture is always influenced by the aspects like professionalism of the staffs, their appearance and attire, company values and beliefs and the aims, goals and objectives of the organisation (Stensaker and Vabo, 2013). Activity 3 Investigating countries through Hofstedes Dimension Model All across the world there are number of countries and all of them have different climatic conditions, different economy and external environment as well as different culture which make each and every country unique in their own way. For international expansion many organisations need to understand the foreign market which is one of the indispensable aspects for the organisation. It is not only important for the organisation to understand the external environment of the country but it is also important for the organisation to understand the culture of the nation which is largely important to make change decisions among the organisational operations effectively. Most of the bigger multinationals focus on understanding the overall environment and the culture which would help to manage the business effectively. Understanding the culture of a place is important for an organisation as it will definitely help to make suitable decisions for the business in not only in the domestic market bu t also in the foreign market. There are number of online tools which are now available for an organisation and the organisation needs to choose a suitable tool which would help to get suitable cultural information. Geert Hofstedes Cultural Dimension Model is one of the effective and suitable tools that help to investigate cultures of different countries (Hsu, Woodside and Marshall, 2013). The Geert Hofstedes Dimension Model has six different dimensions that influence the national culture of the country. The six dimensions are: Power Distance Index, Indulgence vs. Restraint, Long term vs. Short Term, Masculinity vs. Femininity, Tolerance of uncertainty and individuality and collectivism. In the present paper Australia and China have been taken to understand the difference in terms of cultural aspects. Power distance is the aspect which shows the distribution of power in the society and its acceptance by the weaker member of the society. In Australia power distance is low which means it has better and equal distribution of power whereas in China distribution of power is unequal and people largely follow hierarchy. Individualism is the interest of the people to integrate themselves in groups and grow together. As seen from figure 2 Australian societies is much more individualist and tend to look after them rather working in groups and focusing on collective development which is just the opposite in China as they believe growing together with teamwork. Masculinity is indicated in a society by its tendency to be dominating, assertive and strength and both the countries show similar result of being masculine in nature and China is tad higher in rating which means it is focused on building society and dominating other societies and cultures (Minkov and Hofstede, 2012). Countries with higher uncertainty avoidance rating are likely to follow conventional rules and regulations to operate and are not trying to experiment with the culture. In this case it could be said that Australia has higher rating and hence it is much more formal and so it prefers to operate conventionally to avoid uncertain situation in the culture which is just the opposite in China (Venaik and Brewer, 2013). Long term orientation is the tendency of the country to think about the future and in this case Australia is not at all thinking about its long term future and rather focuses on short term goals in the society which is just the opposite of China. Indulgence is high in Australia as the country is open to new ideas and the people are highly focused on leading their life to the fullest and explore the bright side of life which is less visible in China (Brewer and Venaik, 2012). Conclusion Organisational Culture is extremely important for an organisation to grow and develop and hence it is important for the organisation to integrate effective culture. Hence it is important for organisations to understand the concept of culture. Culture is broader perspective could be understood through Hofstedes model of cultural dimension which showed that Australia and China have many things different to each other when China is much more collective then Australia is individualistic, Australia is open to indulgence whereas China is focused on restraining its society to new things. References Brewer, P. and Venaik, S., 2012. On the misuse of national culture dimensions.International Marketing Review,29(6), pp.673-683. Carlstrm, E.D. and Ekman, I., 2012. Organisational culture and change: implementing person-centred care.Journal of health organization and management,26(2), pp.175-191. Hsu, S.Y., Woodside, A.G. and Marshall, R., 2013. Critical tests of multiple theories of cultures consequences: Comparing the usefulness of models by Hofstede, Inglehart and Baker, Schwartz, Steenkamp, as well as GDP and distance for explaining overseas tourism behavior.Journal of Travel Research,52(6), pp.679-704. Huhtala, M., Feldt, T., Hyvnen, K. and Mauno, S., 2013. Ethical organisational culture as a context for managers personal work goals.Journal of Business Ethics,114(2), pp.265-282. Minkov, M. and Hofstede, G., 2012. Is national culture a meaningful concept? Cultural values delineate homogeneous national clusters of in-country regions.Cross-Cultural Research,46(2), pp.133-159. Rameezdeen, R. and Gunarathna, N., 2012. Organisational culture in construction: an employee perspective.Construction Economics and Building,3(1), pp.19-30. Stensaker, B. and Vab, A., 2013. Re?inventing shared governance: Implications for organisational culture and institutional leadership.Higher Education Quarterly,67(3), pp.256-274. Venaik, S. and Brewer, P., 2013. Critical issues in the Hofstede and GLOBE national culture models.International Marketing Review,30(5), pp.469-482.