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Essay / Research Paper Abstract
This 5 page paper considers the way in which it is argued strategy and culture should be in harmony. The writer disuses what this means, how it may be manifest and if it is really possible to manipulate culture to achieve a strategic 'fit'. The bibliography cites 6 sources.
Page Count:
5 pages (~225 words per page)
File: TS14_TEculsta.rtf
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Unformatted sample text from the term paper:
can be difficult to isolate. Just as when travelling the world cultural differences can be seen between the diverse countries characteristics the same is true of companies and organisations. The
interpretation of it may vary from person to person and organisation to organisation, however, when entering an organisation it is often possible to identify aspects of its procedures which are
cultural. Policies such as open door and open book can be seen as cultural as well as operational, as can bureaucratic procedures and a more than my jobs worth attitude.
The culture will embody the aspects such as morals, ethics and the use of tools such as empowerment (Veiga, 1993). This will
be reflected in the way they are instigated and can often be seen as a reflection of the values and working methods of the senior management. Cultural changes, when required,
must always emanate from the top. Organisational culture can be seen as a way of determining and manipulating the way in which people behave (Sinclair, 1993). When there are
problems within and organisation culture is often cited as a factor, just as it is examined when improvements are sought (Sinclair, 1993). For culture to be a positive influencing
factor it should be cohesive and consistent. The absence of organisational culture can lead to an environment of constantly shifting alliances and expectations of subcultures. This can lead to clashes
of interests and different goals or aims from the different interest groups. This cannot be seen as acting in the interests of the organisation (Sinclair, 1993). At best, it occupies
a neutral position, at worst it can be destructive and negative. (Sinclair, 1993). However, the culture also need to fit with the goals. When we consider the case of KPMG
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