Culture And Its Contribution To Managing Globalisation In Post-Bureaucratic Era

21129 Managing People And Organisations

Managing Culture in the Workplace in Post-Bureaucratic Organisational Structure

Discuss about the Culture Contribute to Managing Globalisation.

The post-bureaucratic organisation is a hybrid form of organisation that provides more emphasis on intrinsic difficulties that are associated in the refurbishment of complex organisations (Clegg et al. 2015). In the previous time of the post-industrial revolution, new technologies, key industries and machines were introduced into the organisation. That time, the definition of organisations can be defined as people, knowledge, technology and objects. The organisations are shaped by its actions its take and hierarchy structure was the systematic arrangement of command and control. The responsibilities of the employees are defined by the responsibilities, roles and actions that could unfold the future actions. In this essay, managing culture within the organisation at post-bureaucratic era will be discussed with instances from the practices. Furthermore, the thesis statement of the essay is to take the standpoint that culture can influence the organisational work in the post-bureaucratic era. In the first part of the essay, managing culture in the workplace in post-bureaucratic organisational structure will be explained. In the following part, a different perspective of culture within the workplace will be discussed. In the next part of the essay, the industrial and organisational psychology of the employees in building ethical culture will be discussed in light of corruption and labour law. Above all, in this essay, the corporate culture in the post-bureaucratic ear is the main focus.

As stated by Jones and George (2015), Max Weber describes bureaucracy in observing the Prussian army and industrialisation that can describe ideal organisations in light of rational-legal bureaucracy. Moreover, bureaucracy is an organisational form that creates hierarchy of differentiated knowledge in which disciplines must be managed not in a hierarchical manner but in a parallel manner. In the design of the organisation, the organisation must be operated in the system of responsibilities and decision making. On the other side, according to Barker (2013), bureaucratic approaches to management have always ignored the culture of the organisation. In Max Weber bureaucratic approach was supported in scientific management by Taylor in which it is mentioned that organisation in previous time did not provide explicit focus on maintaining a culture of the organisation. During the bureaucratic ear, it was noticed that organisational management mainly focused on utilitarian monoculture that mainly focuses on increasing productivity. In bureaucratic era, it was ensured that productivity of employees must follow employees’ compliance that led to the profitability of the organisation (Barak 2016).  Before, post bureaucracy era, it was seen that humans made contributions to create components with large machines through maintaining rules, efficiency and optimisation. In this era, information got silos, inefficiency was there in organisational structure and cumbersome chains of command were obvious.

Different Perspectives of Culture within the Workplace

In post-bureaucratic economy, organisations can toy with the creative structure as hybrid structure, temporary workforce, flat organisational structure, gig economy and freelancers. In the recent development of post-bureaucratic era, the organisations mainly focus on culture within the workplace as, after globalisation, the culture of the organisations drastically changed. As opined by Rice (2015), bureaucratic era started the concept of ‘power position’ and in the post-bureaucratic era, this concept changed to ‘participative leadership’. From bureaucratic to post-bureaucratic, there has been undeniable organisational alteration taken place seemingly in traditional controlling, particularly in managing organisational culture. In a post-bureaucratic era, management is focusing mainly on beliefs, values and norms of an organisation that are related to the organisational culture (Kirton and Greene 2015). In this era, more contemporary methods and dominative practices have been made that can differ the approaches of the organisations. Different organisations focus on different values with different aspects that make up organisational culture. In recent time, most of the large organisations comprise employees from various backgrounds with multi-ethnic groups. Managing this diverse cultural person needs communication and it can attract strong cultures, hold people that provide rewards the employees to achieve goals. After globalisation, cultural competency refers the ability to interact people who come from different backgrounds (Innocent et al. 2017). In some of the firms, power is vested in a few people who take the decisions. Organisations can follow teamwork, target and solve the issues through task culture. In case, employees feel that they are more important in the workplace, then, person culture is followed in the organisation. Lastly, role culture is related to the employees are delegated responsibilities and roles according to the specialisation (Sturdy et al. 2016). Knowledge, beliefs and values of equality in the workplace are needed to all that can provide skills to the employees to require component in working on cultural competence.

In the age of modern period, most of the private and public organisations adopt different operations that can be guided by the philosophy of the organisations. In managing ethical culture, the success of the organisation is solely responsible for maintaining team-culture. The team-centred approach is helpful for the organisation in maintaining an ethical culture. The team leaders must have knowledge in recognising benefits of informal and individual empowerment (Dischner 2015). Empowerment is popular topic and in this word, most of the management and consultants have focused. The main aim of the empowerment of the employees is the self-management and employee productivity. There is a concept that employee behaviour can assist an organisation to achieve the objectives of the organisation. In the post-bureaucratic structure of the organisation, ethical culture is followed and most of the large organisations are unequivocal about this ethical culture. However, as opined by Nistoskaya and Cingolani (2015), non-management concept defines empowerment as the notion of oppression and powerlessness. In addition, corporate culture is somehow the shared beliefs of the managers about managing workplace and culture within the workplace. Ethical culture concept is about tone at the top that means ethical leadership in the organisation (Moran et al. 2014). Creating ethical environment is not easy and leaders can create standard behaviour that must be part of the code of ethics. In this regard, managers or leaders in post-bureaucratic era influence the employees to respond mainly to ethical challenges. After globalisation, leadership concept is judged as ethical leader and leaders are perceived as trustworthy and staffs’ trust can be increased through this. Moreover, in order to improve the ethical culture within the workplace, it is needed to establish clear policies with the code of ethics. According to Igo (2016), in the post-bureaucratic era, top levels staffs need to oversee the compliance ethical policies within organisations. In addition, some of the large organisations engage ethics training programmes in order to instil ethical act of the employees.

Industrial and Organisational Psychology of the Employees in Building Ethical Culture

Post-bureaucratic era changed the concept of human resource management. In this era, focus mainly put into women in the workplace and another is employment in abroad. Moreover, HRM practices in globalisation, working age and issues for disabled people in working have brought significant changes in the workplace. Human resource management has significant power in order to bring the change and manage the culture of the workplace in this competitive age. However, it is needed that in the time of globalisation, the structure of the organisation has been shifting in changes and HRM practices want to make organisation as evolving and fluid dynamic network. (Heck and Mercoulides 2013) supported this by saying managing corporate culture in post-bureaucratic time has become popular and IRS Employment Trends in the year 2000 proved that many of the large and middle scale organisations went to international cultural change. It was seen during the post-bureaucratic era, personal influence; trust in employee relationship and importance of individuality grew rapidly. In the post-bureaucratic era, view of the job has changed dramatically as this era has introduced mix-full-time, freelancing, casual employees and contract basis work. HRM practices. Meaningful discussion is needed in strategic planning by the management of the organisation in order to get the industry knowledge and strategic orientation in globalisation period. HR function has been going through changes after restructuring the organisation. The developing strategies of the HRM have been focussed mainly in corporate culture. Human resources should not be treated discriminatory and organisational change must bring technological supremacy. Organisational leaders must impact on culture and leaders can find out strengths and weaknesses of the culture. Corporate culture has the relationship with performance management as it can articulate the expectation of the employees and it is related to the feedback mechanism (Moran et al. 2014). Pay system, reward and compensation can motivate employees and motivated human resources can impact on corporate culture in striving for betterment.

Conclusion                  

The post-bureaucratic era has led to the vast change in human resource practices and brought the acceleration in work process through technology. In the workplace, the significant changes have come in a culture of work. In post-bureaucratic time, an influence of organisational culture is two-folds, directly through the principles of the organisation and indirectly, behaviour of the employees. In a previous time, a strict work time was there for the employees and the hierarchical structure was followed by the management. However, in recent time, flexible working hours, work from home culture and gig economy has altered the scenario. In social conscious literature, organisational culture can impact on the delivering the services and products. The subsystem of organisation mission brings the culture and managing culture is important since the setting of values of the organisation.  In today’s organisations, there are four components in managing culture; the first one is about awareness of the different people that work within the workplace. Attitude to cultural biases should be controlled and organisations can provide training or courses to people to change attitude towards multiethnic people. Corporate values set the sense of organisational ethics and it is related to the competitiveness of the organisation. In the workplace, there are various employees who come from different background and multi-ethnic group in the workplace brings diversity.

Reference List

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