Organisational culture is a complex phenomenon, usually related to shared values and shared meanings in an organization, but also related to common ways of dealing with, or ignoring, commonly experienced problems. It is a form of commonsense, an outcome of cultural processes at work in a particular setting. The benefits of paying attention to culture are that it focuses on people but in particular on the symbolic significance of almost every aspect of organisational life. It emphasises shared meanings, even if implicit, and alerts us to the influencing potential of values, beliefs, ideology, language, norms, ceremonies, rituals, myths and stories. It constructs leaders as shapers of meaning. It also emphasises the importance of communication and learning; it emphasises the importance of how others perceive us; and it alerts us to the fact that organisational environments are also socially construct.

ARE COMPANIES WITH STRONG CULTURES ALWAYS SUCCESSFUL?

No! Strong cultures can be barrier to change if they are negative cultures, but, even so, with the happiest, most creative there are still other factors that can frustrate performance, such as the economic climate and c

Simon's actual conduct was a hybrid of little potato obedience and undercover disobedience. Simon can hardly secretly threaten to blow the whistle, for he would be too-readily identified. Whistle -blowing of any kind may be futile anyway, for the newspapers might not be interested in such a 'kitchen-sink' affair, and in Hong Kong whistle-blowers inevitably get fired. He might have tried token obedience, such as writing an extremely off-putting job advertisement and saying 'we have to go on employing her, for no one else will take up the job'. Examining the case in Kohlberg's terms, it would be better for Simon to make consistent use of the highest moral stage available to him (stage four). That would have entailed enacting stage four by offering an accurate translation of the boss's words, along with a message of personal sympathy: 'Mr x says that but I personally feel....' Also from stage four, Simon might have tried suggesting to Mr X that it could be in the company's best i!

IS HOW WE WORK AFFECTED BY HOW WE FEEL?

No it follows from the previous answer that managers should be sensitive to ethical considerations. In Simon's case, the dismissal of the cleaning woman breaches some key ethical principles. From a utilitarian perspective, the sacking brings little apparent benefit to anyone. Minutely small gains for the shareholders (if any) are outweighed by great misery for the woman and her dependents. Treating the woman as if she is merely an exhausted resource, to be discarded because she no longer serves the interests of the 'company', is also unacceptable from the point of view of deontology, which is founded upon respect for the persons, their dignity and their human rights. Standards of procedural and interact ional justice have not met, for the decision is arbitrary and announced in high-handed fashion.

SHOULD MANAGERS CONFORM TO LOCAL RULES, CUSTOMS OR ETIQUETTE, OR ARE THERE UNIVERSAL ETHICAL STANDARDS TO FOLLOW?

Classical theories of motivation identify that we work because we have needs to satisfy - needs for the basic staples of life like food and shelter - and these are primarily obtained through the wage or salary. Beyond that, we may work to be regarded with affection by our colleagues, to be esteemed or, for self-actualisation, to realize our full potential. Of course, we may meet these needs equally well outside work. Needs for power, achievement and affiliation as being socially socialy significant, but more recent approaches to needs have taken even more account of the symbolic dimensions, or the ways in which people need to manage meaning. Basic social needs of which three - group inclusion, trust and ontological security - are important, and are particularly relevant to work.

The welfare of the cleaning woman is in jeopardy because of the relative absence of formal social security and benefits arrangements in Hong Kong, where employment law also makes it relatively easy to get rid of employees. These are, however, political and legal variables rather than ethical ones. Ensuring that employees' welfare is not jeopardized and that justice is done (regardless of whether or not the state does it or legislates for it) are universal ethical obligations.

Some common words found in the essay are:
PREDISPOSITION Life-long, CULTURE Organisational, GOVERNED PROFITABILITY, British Airways, PEOPLE Classical, PROFITABILITY Simon's, Examining Kohlberg's, Hong Kong, PERSON MOTIVATE, HEALTHY Subcultures, organisational culture, culture organisational culture, culture organisational, strong cultures, job design, cleaning woman, ethical principles, managerial decisions, national culture, culture culture, universal ethical,
Approximate Word count = 2176
Approximate Pages = 9 (250 words per page double spaced)