Die dinamika van organisasiekultuur in die skep van 'n motiverende werksklimaat

Abstract

Organizational culture is the pattern of beliefs and values, rituals and sentiments that is shared by the members of an organization. It influences the actions of all individuals and groups within the organization. Culture has an influence on most aspects of organizational life - i.e. how decisions are made, who makes the decisions, how does recognition take place, who is promoted, how people are handled, and how the organization reacts to its environment. lt is evident that it is important to have a thorough knowledge of the culture within the company. Despite this, relatively few surveys in this regard, have been conducted in South Africa. There are different perceptions towards the culture in the specific organization of the dairy industry in which the empirical study was conducted. The organization and the industry experience a constant and fast changing environment, internal diversity, as well as different ideological undertones. Organizational culture forms the binding factor amongst employees and must therefore be utilized to steer employees with the prospect of ensuring a motivational climate, conducive to productivity in the midst of all the change. In view of the above, this study had five major objectives. The first objective was to study the term action, descriptive of both behavior and patterns of thought, from a theoretical perspective. The Verstehen theory of Max Weber provided the basis of the study in terms of: • a true understanding of action; • rationalizing action into different ideal types that may be used in research; • using qualitative, empirical, scientific research methods and still be able to verstehen the subjective orientation of the individual actors performing actions, while also allowing the scientist with the opportunity to come to terms with his or her own values regarding the specific study. The second objective was to indicate, from literature, the essence of a motivational climate conducive to productivity in relation to organizational culture. Organizational climate is seen as the perceptions of employees about the actions of management, perceptions about communication patterns, dominant motivational styles, policies, procedures and practices

which motivate or demotivate individuals on either an informal or formal level towards action from their positions in ensuring organizational success. Climate in general, stems from a certain organizational culture and culminates into certain practices. Managers / leaders commit themselves to practices where they accept individual differences, place people into meaningful positions, set challenging targets, ensure that targets are reachable, reward results applicable to individual needs and continuous control of organizational systems for fairness and equity and applicable reward systems. Management leaders create a climate through continuous articulation of their vision with an emphasis on core values, commitment and assistance to employees through coaching, mentorship, feedback, role modelling and enthusiasm, linked to honest recognition and rewards of successes. The third aim of the study was to discuss culture as an element m the workplace. Organizational culture is defined as an ideal that serves as a filter for the actions of individuals to create internal integration and external adaptation over a long period. Individuals are socialized into a specific culture based on definite values, postulations and norms. Organizational culture develops from diverse inputs, where the focus is mainly on the role of management in the formation, establishment and adaptation of organizational culture, as well as the acceptance of the culture by individuals. The history and size of the organization, together with work-groups plays a significant part in the organizational culture. lt is also stressed that the typical managerial functions of planning, organizing, leading and control even if only indirectly, are affected by culture. The Harrison/Handy Cultural Typology was identified as possibly the best tool to study and measure organizational culture by. The fourth objective of the study was to measure the perceptions of a specifically contracted managerial group in a large organization. A questionnaire based on the Harrison/Handy Typology was used for this purpose. This typology ties up with the concept of ideal types of Max Weber. Some of the major findings were: • that the reigning dominant cultures are firstly the power culture, followed by the role culture; • that the most preferred culture, on the other hand, is the task culture;

• that all groups had the same perspective towards the reigning and preferred cultures; • that the gaps between the reigning and preferred cultures are large. The researcher came to the conclusion that, based on the results of the empirical study: • the organization shows a remarkable high level of readiness to change and • the organization experiences a leadership crisis. The following proposals to management as a fifth and final objective of the study, were formulated: • Management needs to take note of the outcome of this survey. The questionnaire in itself, is already a reliable intervention that could heighten expectations. These expectations need to be addressed. • The results of the study need to be communicated throughout the organization. • A stronger awareness of change needs to be created. • Management ought to play an active role in addressing the findings of this survey. • Management needs to appoint a project team empowered to initiate and drive the change process. • A reliable external consultant ought to facilitate this process. • The processes of structuring, identifying focus areas, projects, manpower utilization, performance management, remuneration, diversity and career planning, need to be addressed and aligned with the preferred culture and the challenges of post-modernism. Organizational culture holds the key to productive and highly successful organizations. Managers / leaders have the responsibility to unleash the dynamics of organizational culture in order to create a motivational climate. Only a highly motivated workforce secures growth, stability and profitability.