Education Seminar Fest 13 Articles

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For this assignment you are to read the article titled “ Corporate Culture†by Judith Erickson. 1) You are to read and summarize the article, identifying the key points made in the article. Reflect on the issues you find enlightening. 2) Identify at least three points that you agree and/or disagree with that the author made in her article. Present cogent arguments, from your perspective, with supporting citations. Be sure to cite your support sources.

Paper For Above instruction

Judith Erickson's article “Corporate Culture” offers an insightful exploration into the foundational elements that shape organizational environments. The article emphasizes the importance of understanding corporate culture as a critical driver of organizational performance, employee engagement, and overall success. Erickson underscores that corporate culture encompasses shared values, beliefs, and practices that influence behavior within an organization. She argues that cultivating a positive and aligned culture can lead to increased productivity, innovation, and competitive advantage.

Central to Erickson’s discussion is the idea that corporate culture is not static but rather a dynamic entity that evolves in response to leadership, external market forces, and internal changes. She highlights that leadership commitment is pivotal in shaping and maintaining a desired culture, suggesting that leaders act as culture carriers who set the tone through their behaviors and decisions. Moreover, Erickson explores how organizational symbols, rituals, and communication channels serve to reinforce cultural norms and facilitate cohesion among employees.

The article also stresses the significance of aligning corporate culture with strategic objectives. Erickson illustrates that when organizational values are harmonized with operational practices, businesses are better positioned to adapt to change and achieve long-term goals. She advocates for continuous assessment and deliberate cultural interventions to foster an environment conducive to innovation and ethical conduct. Additionally, Erickson points out that a misalignment between culture and strategy can hinder organizational effectiveness and lead to conflicting behaviors among staff.

Reflecting on these points, I find Erickson’s perspective on the fluidity of corporate culture particularly enlightening. Recognizing culture as a living, adaptable aspect of the organization highlights the importance of proactive leadership and deliberate cultural management. This insight underscores that organizations should not only identify their core values but also actively nurture and evolve their cultural practices to meet contemporary challenges.

From my perspective, several points in Erickson’s article warrant further discussion. Firstly, I agree that leadership plays a critical role in cultural shaping, echoing similar findings by Schein (2010), who emphasizes leadership as the primary agent of cultural change. However, I believe Erickson could have expanded on how middle management influences culture, as they are often the bridge between leadership directives and employee behaviors. Second, I support her emphasis on cultural alignment with strategic goals, which aligns with research by Kotter and Heskett (1992), asserting that strong cultures aligned with strategy foster superior performance.

Conversely, I disagree with Erickson’s somewhat idealized view of culture as predominantly positive. While fostering a healthy culture is important, organizations also face challenges with toxic or dysfunctional cultures that can impede performance and employee well-being. In such cases, cultural change requires addressing deeper issues such as power dynamics or systemic biases, which are often more resistant to intentional interventions (Sutton & Kramer, 2006). Therefore, understanding the complexities of negative cultures is crucial for comprehensive management.

In conclusion, Erickson’s article offers valuable insights into the pivotal role of corporate culture in organizational success. By highlighting the importance of leadership, alignment, and ongoing assessment, the article encourages managers to intentionally cultivate a culture that supports their strategic objectives. However, it is also essential to recognize the nuances and potential difficulties in managing cultural change, especially within dysfunctional environments. Future research and practice should focus on strategies to identify, remediate, and sustain healthy cultures in diverse organizational contexts.

References

• Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey-Bass.
• Kotter, J. P., & Heskett, J. L. (1992). Corporate Culture and Performance. Free Press.
• Sutton, R. I., & Kramer, A. (2006). Outsiders: Why Differences Make a Difference—and What to Do About It. Oxford University Press.
• Erickson, J. (n.d.). Corporate Culture. Unpublished article.
• Martins, E. C., & Terblanche, F. (2003). Building Organisational Culture that Stimulates Innovation. European Journal of Innovation Management, 6(1), 64–74.
• Deal, T. E., & Kennedy, A. A. (1982). Corporate Cultures: The Rites and Rituals of Corporate Life. Perseus Books.
• Schein, E. H. (1985). Organizational Culture and Leadership. Jossey-Bass.
• Trice, H. M., & Beyer, J. M. (1993). The Cultures of Work Organizations. Prentice-Hall.
• Hatch, M. J. (1993). The Dynamics of Organizational Culture. Academy of Management Review, 18(4), 657–693.
• Hofstede, G. (1998). Identifying Organizational Subcultures: An Empirical Approach. Journal of Management Studies, 35(1), 1–12.