Organizational culture, defined typically as the shared value system of an organization’s
members, is seen as an increasingly important factor affecting business activity and
success in the competitive and global environments of the late 20th and early 21st
centuries. Today we are going to focuse on the Australian Organizational culture and analyze some of it features according to the analysis made by Kevin Baird, Graeme Harrison, and Robert Reeve in its paper investigation: THE CULTURE OF AUSTRALIAN ORGANIZATIONS AND ITS RELATION WITH STRATEGY.
members, is seen as an increasingly important factor affecting business activity and
success in the competitive and global environments of the late 20th and early 21st
centuries. Today we are going to focuse on the Australian Organizational culture and analyze some of it features according to the analysis made by Kevin Baird, Graeme Harrison, and Robert Reeve in its paper investigation: THE CULTURE OF AUSTRALIAN ORGANIZATIONS AND ITS RELATION WITH STRATEGY.
To do such analysis they based they research according to some organizational culture factors and component items, that are in the following table.
ORGANIZATIONAL CULTURE FACTORS AND COMPONENT ITEMS
(SARROS ET AL. 2002)
(SARROS ET AL. 2002)
1. Performance Orientation
Having high expectations for performance
Enthusiasm for the job
Being results oriented
Being highly organized
Enthusiasm for the job
Being results oriented
Being highly organized
2. Social Responsibility
Being reflective
Having a good reputation
Being socially responsible
Having a clear guiding philosophy
Being socially responsible
Having a clear guiding philosophy
3. Supportiveness
Being team oriented
Sharing information freely
Being people oriented
Collaboration
Sharing information freely
Being people oriented
Collaboration
4. Emphasis on Rewards
Fairness
Opportunities for professional growth
High pay for good performance
Praise for good performance
Opportunities for professional growth
High pay for good performance
Praise for good performance
5. Stability
Stability
Being calm
Security of employment
Low conflict
Being calm
Security of employment
Low conflict
6. Competitiveness
Achievement orientation
An emphasis on quality
Being distinctive
Being competitive
An emphasis on quality
Being distinctive
Being competitive
6 Innovation
Being innovative
Quick to take advantage of opportunities
Risk taking
Taking individual responsibility
Quick to take advantage of opportunities
Risk taking
Taking individual responsibility
The result of this investigation suggested that , Australia performance orientation was the most important factor amoung Australian organizations followed by Social Responsibility, Supportiveness and Emphasis on Rewards. Competitiveness and Innovation were ranked equal last by the respondent managers as characteristics of their organizations.
The high ranking of performance Orientation, a cultural factor characterised by values of having high expectations for performance and being results and action oriented, bodes well for the success of Australian business if, as theorised, organizational culture is an important determinant of managers’ and employees’ work attitudes, decisions and behaviour and, ultimately, an organization’s financial performance. Less auspicious is the low ranking of Innovation, a cultural factor characterised by a willingness to experiment, being innovative, being quick to take advantage of opportunities, and risk taking.
For some scholars there are reason to believed thata the low ranking of innovation migh have its roots on economical issues. In the economic aspect, the government removal of the protectionist policies, and being exposed to macro-economic and micro-economic reforms, including financial and labour market deregulation and tariff reforms, made Australian be more reserve to the innovation practices. Also in the Social aspect
With respect to Australian social or national culture, and its implications for organizational culture, the egalitarianism, mateship and individualism were shown as the most prominent characteristics of Australian society. The “mateship” characteristic of Australian national culture, “represents a leadership styl e that focuses on the group”. Egalitarianism (the belief that people should be treated the same and as equals) has consistently been identified as an Australian cultural trait, as “the ability of Australian leaders to engage socially with workers while also nurturing and developing their careers”. Individualism recognizes the egalitarianism aspect of Australian culture and describes a culture where people are regarded as independent of each other and self-reliant and self-directed
As a conclusion, we can say that although Australian organizational culture is well implemented, there are two important aspects to keep an eye on it and are: the competiveness and innovation. In order to be competitive, Australian companies, have to make attractive changes in their services and products to face today’s world challenges
The high ranking of performance Orientation, a cultural factor characterised by values of having high expectations for performance and being results and action oriented, bodes well for the success of Australian business if, as theorised, organizational culture is an important determinant of managers’ and employees’ work attitudes, decisions and behaviour and, ultimately, an organization’s financial performance. Less auspicious is the low ranking of Innovation, a cultural factor characterised by a willingness to experiment, being innovative, being quick to take advantage of opportunities, and risk taking.
For some scholars there are reason to believed thata the low ranking of innovation migh have its roots on economical issues. In the economic aspect, the government removal of the protectionist policies, and being exposed to macro-economic and micro-economic reforms, including financial and labour market deregulation and tariff reforms, made Australian be more reserve to the innovation practices. Also in the Social aspect
With respect to Australian social or national culture, and its implications for organizational culture, the egalitarianism, mateship and individualism were shown as the most prominent characteristics of Australian society. The “mateship” characteristic of Australian national culture, “represents a leadership styl e that focuses on the group”. Egalitarianism (the belief that people should be treated the same and as equals) has consistently been identified as an Australian cultural trait, as “the ability of Australian leaders to engage socially with workers while also nurturing and developing their careers”. Individualism recognizes the egalitarianism aspect of Australian culture and describes a culture where people are regarded as independent of each other and self-reliant and self-directed
As a conclusion, we can say that although Australian organizational culture is well implemented, there are two important aspects to keep an eye on it and are: the competiveness and innovation. In order to be competitive, Australian companies, have to make attractive changes in their services and products to face today’s world challenges
- Baird, Kevin. 2007. The culture of Australian organizations and its relation with strategy. “International Journal Of Business Studies, 15(1).
Based on the film “Rabbit Proof Fence” (2002), and the information provided in class, please answer the following questions: When removed from their families, the children were prepared for “a better life”, how is that true or false when considering different perspectives?Based on the perspective of the Aborigines and their families, this is a false statement. How are they going to have a better life taken away of their family at early ages? In addition they would never have the chance to be someone else beside servants; this was a kind of slavery. On the other hand, based on the Australian perspective, they thought that the Aborigines were wild people which were lazy and didn’t like to work, their weddings promoted the sexual abuse and also they destroy houses. White Australians didn’t want this kind of culture to influence theirs, and thus they took this Childs away to be educated without the influence of their “wild” community and to lose connection with their aboriginal culture. So according to, for a better life statement, it woul be true.
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