Hi, this essay is max 3000 words, and I have done half of it, so please start from the middle, and I have put in sub-title so please follow them. Write about 1500 words. And I will write the inrtoduction and conclusion myself. The reference will use Harvard refering style.
How important is the management of organisational culture to the success of a business? Consider the impact of communicating corporate culture on a range of stakeholders, both inside and outside an organisation. (DONE)
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Identify potential “gaps” in the stated culture and employee behaviour and detail how the communication process would help to close those gaps and project the appropriate corporate identity. Consider a variety of channels, including digital and social media. Use communication theory and produce examples to illustrate good and bad practice.
Suggestion from the Lecturer for TITLE 1:
Define “organisational/corporate culture” and the role it plays in communicating values and shaping behaviour. Consider mission and vision statements.
You are asked to look at stakeholders both inside and outside the organisation so discuss how best to communicate with these groups. (DONE)
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Discuss corporate “identity” and how this formed and projected.
“Gaps” can occur when the stated corporate culture (internal) and identity (external) does not match the way the business conducts itself. Identify these gaps, the potential negative consequences and how the gaps might be closed.
Discuss potential channels to best communicate culture and identity.
Use theory and examples you have sourced yourself.
What is Organization and why is it important to the success of business
Organization is defined as ‘An organized group of people with a particular purpose’ in the Oxford dictionary. In business term, it is a place that allows individuals to work together to earn profit, a livelihood or achieve certain goals, like a company. “Culture is the collective programming of the mind which distinguishes the members of one category of people from another.” Suggested by G.Hofsted. Each organization has its very unique working style, or ways of doing things that differentiate itself from others, and that is the culture of that organization. Organizational culture are made up of assumptions, values and beliefs, which would have certain influence on its stakeholders’ interactions with each other. The formation of an organizational culture is a top-down process. Leaders are the creators of the culture, as the workers observe their bosses, superiors or senior executives and form an assumption in mind that which type of behaviors is rewarded within the organization. Once a certain type of culture fully permeates an organization, it can be very difficult to change.
The importance…………(This part I’ll finish it myself)
Stakeholders and their roles
A stakeholder is ‘any group or individual who can affect or is affected by the achievement of the organization’s objectives’ suggested by Freeman. Generally, they are people who holds a stake in an organization. Like the investors, the managers or the employees, whose benefits are directly related to the organizations. They are also the so called internal stakeholders as they are within the organization. Stakeholders who reside at the upper end of the hierarchy within an business, like shareholders, the board of directors, senior executives, usually have voting rights and make major business decisions that affect the business in long-term. Such decisions like new acquisition, liquidation or key position hiring, etc. They normally don’t deal with the daily operation of the organization, but stakeholders at the middle of the hierarchy do. They are the workers at management position who supervise and ensure the continuous function of the organization, meanwhile achieving the target set by the directors. They usually delegate works to their subordinates and key an eye on their performance. The decisions those they make often have short-term impact. At the bottom of the hierarchy are the employees who do the most detailed things within a business that keeps the company running.
Beyond all those, customers, suppliers, government, unions or the general public are usually refer as the external shareholders. They are people outside the organization but still concerns or affected by the performance of the organization. Usually they represent the community, government or environmental concerns. For example, if the business operation are causing pollution that damages the environment it might raise disagreement with residents who live near it and lead to a protest. Or when the organization are treating its employees unfairly or poorly, a labour unions might turn up and bargain on behalf of the employees. Most of these external stakeholders encourages the organization to take on more social responsibility and be more environmental-friendly, and it is extremely crucial for a firm to do so if they want to project a positive image that benefits the company in the long-run.
How to communicate corporate culture to internal and external stakeholders
“Fewer than one in three executives(28%) report that they understand organization’s culture. They know culture is important, but dont understant it.” according to Deloitte’s research. Organizational culture is a powerful tool for an organization to gain its success, but it will only work when people in the organization understand it, believe in it and live it. The pivotal job of a corporate culture communicator is to build a bridge between the c-suites that set the strategy and various stakeholders that contribute to the company’s culture, starting with emplyoees. First of all, it is imporant to articulate the culture clearly to the stakeholders. Define the culture that are desired to them and explain to them why is it important and how it aligns with and enables the business strategy. Organizations often use mission, vission statements or slogans to express its purpose and goals with words. And the key to establish an culture is the language. “Growing a culture requires a good storyteller. Changing a culture requires a persuasive editor.” That means to use words and constrct narratives that resonate with the reality of what it is like to be part of this organizationa and its culture. Driving that alignment is the business communicator’s goal – to express a vision of the coporate culture that is at once aspirational and believable; and to use language to steer it as a positive force for good. Also, setting behavior expecations is crucial, the employees should know what is expected from them through explicit communication. All these could be educated to the employees at times for examples like new hire orientation, quarterly and annual company meetings, or offer it at whatever occassions when people can attend. Only telling them is never enough, because if you want to talk the talk, you also need to walk the walk. The business practices should aligned with the organizational culture that was being promote. The business policies, procedures, systems, organizational chart or benefits should always consistently reflect your culture. In such way, the employees can ensure they are living under such a culture and it is a real thing! In addition, it is curial to create opportunities to live the culture. For example, Comapany Limeade values the ideas and thoughts of every employees, therefore they created “Own It Day”, when all employees pitch ideas for improving its products and delighting customers.
After the employees fully understand the organizational culture and truly practices it, they become the brand ambassadors, only they can communicate that message to other employees, friends and family, potential employees and external stakeholders.
The impact of communicating organizational culture to stakeholders
The real competitive advantage in any business is one word only, which is “people”(K.Toufe). Employees as the major internal stakeholders are the key to success and the most valuable asset to the company, and organizational culture is the most effective tool to shape their thoughts and behaviors. Organizational culture will develop in every organization and it is not optional, bad culture could ruin the business, vice versa. With effective management of culture, it come with countless benefits. A strong culture creates an operational environment in which every employee strives to achieve the goal that was set by the company. Sets of predetermined policies are always given to give guidance to the employees at the workplace. Mission statements and vision statements provides the purposes, the goals and a vision of future position of the company to the employee, in order to give them a sense of direction and unifies them to work together towards a mutual goal. Also when the values of the organization aligned with the employees’, they will be more motivated to finish their works spontaneously as they believe what they are doing is meaningful. According to Dr. Eugenio Proto, his studies confirmed that individuals who frequently experience satisfaction, enthusiasm and genuine interest, among other emotions, are more likely to succeed in the workplace. Besides, a healthy organizational culture that promotes equality will encourages employee to respect each other and establish trust, which would help to enhance the coherence within the employees. All this contributes to create a motivated workforce and needless to say higher productivity. When employees are happy and motivated, they are less likely to leave the firm therefore the drop in labour turnover would always come with resultant definitive financial and operational advantages. Furthermore, higher quality products and services provided by motivated employees could build reputation among customers and enhance their satisfaction. Thus, organizational culture is an important aspect that organizations need to take into account as it ensures the sustainable prosperity of an organization.
What is Corporate Identity and how is it projected ( about 250 words)
The potential gaps and its consequenses ( about 300 words)
How to close the gaps and project the approriate identity (about 250 words)
Channels and evaluations (about 200 words)
Case studies – Good Pratices (about 200 words)
Case Studies – Bad Practices (about 200 words)