Corporate Culture and Society
Symbolic culture-changing actions, as well as substantive culture-changing action, always serves as an advantage in a corporate society (Deal and Kennedy, 2010). These cultures work together to upgrade the functionality and workability status in an enterprise. Substantive actions make the managerial commitment and plans in an organization to be firm. In return, symbolic culture enhances useful signs and signals regarding behavior and performance strategies that the implementers are will to support and uphold (Parasuraman, 2007). From the research available concerning this, these two cultures work to bring the best outcome that would bring out excellent performance. Different organizations emulate different symbolic and substantive arts. The paper, therefore, makes justice to the two examples of symbolic and substantive culture, adopted in organizations.
Substantive culture changing actions
Functional culture changing actions involve changing office holders of top positions who do not have the desired characteristics with other people not necessarily from the organization but have demonstrated ability and culture to behave in a certain desired way(Kenway, et al., 2017). The outsiders once they assume the high position will influence the growth of the culture you want in the organization. The new senior’ managers will also not want to associate with old culture of the organization in their quest to make a difference.
Secondly, substantive culture changing actions involve revision existing policies of a firm to ensure they take into account and promote cultural changes business desires (Ramdhani, Ramdhani, & Ainisyfa, 2017). Policies that promote the adoption of new working style will provide workers modify the way they conduct themselves to abide by the new rules consequently alter the culture of the organization.
References
Kenway, J., Fahey, J., Epstein, D., Koh, A., McCarthy, C., & Rizvi, F. (2017). Mobilizing the Past in the Changing Present. In Class Choreographies (pp. 79-106). Palgrave Macmillan UK.
Ramdhani, A., Ramdhani, M. A., & Ainisyifa, H. (2017). Conceptual Framework of Corporate Culture Influenced on Employees Commitment to Organization. International Business Management, 11(3), 826-803.
Thompson, A. A., Peteraf, M. A., Gamble, J. E., & Strickland, A. J. (2014). Crafting and executing strategy the quest for competitive advantage; concepts and cases. New York, NY: McGraw-Hill/Irwin
Wokurka, G., Banschbach, Y., Houlder, D., & Jolly, R. (2017). Digital Culture: Why Strategy and Culture Should Eat Breakfast Together. In Shaping the Digital Enterprise (pp. 109-120). Springer International Publishing.
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