Organizational Srtucture Shapes Corporate Culture and Influences Essay

Organizational Srtucture Shapes Corporate Culture and Influences Organizational Change - Essay ExampleFor example, formal, purge bureaucratic as opposed to liberal or lenient relations. Structure also includes the allocation of proponent in an organisation, whether concentrated in the hands of a few people or there is sacramental manduction of power and decision making at all directs. Organisational culture puke be understood as a the shared set of assumptions, beliefs, values and behavioural patterns of a group, that guide that groups perceptions, judgments, and actions (Levin 2000, p.83). Its entailment is related to its ability to influence the activities of members and the functioning of the organization without particular control measures (Awal, Rongione, Klinger et al 2006). Poole and Van de Ven (2004, p.xi) destine organizational change as a difference in form, quality, or state over clipping in an organizational entity which may differ from an individuals job, a work group, an organisational subunit, or the boilersuit organisation. Change may be planned, unplanned, incremental, radical, recurrent, or unprecedented. Thesis Statement The purpose of this paper is to critically talk of the extent to which an organisations structure shapes its culture, and impacts its ability to transform itself. Different Management Styles Effects on Organisational Performance Over recent years, the role of present-day managers has become increasingly empowered, with a more networking, consensus-seeking improvement (Reigle 2001). Different management styles have their distinctive effects on organisational performance, and the effectiveness of organisations. Management style pertains to how the drawing card approaches opportunities, what he or she chooses to emphasize, to defer and to delegate to others (Krause 2007, p.19), based on managers traits. Research evidence indicates transformational style as the most beneficial for driving safety and for creating a high performance culture. According to Early and Davenport (2010, p.59), transformational lead and transactional leadinghip are very different styles of drawship, but they are not mutually exclusive and can be complementary if employed correctly. Additionally, an individual can have and develop skills required to be both a transactional and transformational leader. Transformational managers invoke colleagues and followers to view their work from new perspectives they generate awareness of the tutelage or vision of the team and organization managers guide employees to achieve their highest levels of potential motivate colleagues to work for the larger interest of the group and the organization. This leadership style attempts to engage the employees creativity and loyalty, thus achieving a higher level of commitment and effort from employees. Tranformational behaviors include idealized influence, intellectual stimulation, individualized consideration, and inspirational motivation. Ide alized influence is the leaders sharing of vision and sense of mission with employees, and the proposal of radical, innovative solutions to critical problems (Early & Davenport 2010). Transactional leadership occurs when a leader rewards or disciplines a follower depending on the adequacy of the followers performance (Early & Davenport 2010, p.59). Transactional leadership is virtually associated with traditional models and strategies employed in leadership theory. In