"The most important issues which have to be addressed here are precise monitoring (diagnosis) of current results and their comparison with what has been planned. Effective managerial control must always be followed by feedback for correcting initial plans " (http://www.bashedu.ru/konkurs/ibatullina/eng/function.htm). The observation of the way in which people within an organization behave is of extreme importance. But leaders and managers obtain feedback not just from observations, but directly from people. This provides them with a better understanding of the relation between the actions performed by the individuals and the beliefs which guide their behaviour. An efficacious control upon these factors implies the contribution to the creation and maintenance of a healthy organizational culture.

There are various strategies that an organization can choose to implement in order to make sure it preserves a healthy organizational culture. Among them we can mention the adoption of various principles, such as the following: a proactive perspective upon business, attempting to influence the environment, not merely adapt to it, being pragmatic and not idealistic. (Schein, 1992). In addition, an organization should be oriented towards the future, attempting to foresee changes and be prepared to properly react to them. Considering the frequency and diversity of changes, it is also important for organizations to be "relationship oriented and not task oriented" (Schein, 1992).

Another strategy that an organization could take into consideration with the same purpose is represented by the implementation of a 360 degrees communication process. This implies the organization being open to information from both the internal and the external environment. Continuous feedback, coming from all the stakeholders as well as the factors which have the potential to influence the organization's actions is a key resource for the creation and the maintenance of a healthy organizational culture.

All in all,...

While a strong organizational culture helps a company obtain profits, a healthy one gives it the capacity to adapt to both internal and external changes. The people in charge of the organizational culture management are represented by the managers and the leaders.
In the case of Milwaukee Electric Tools, the management segment is represented by the vice president in charge of sales, by the national sales manager as well as by the CEO. As far as the segment of leadership is concerned, the regional manager (always in contact with the local events) and the strategic account manager are to be mentioned as key figures within it.

All of them attempt to conceive strategies and implementation techniques which are meant to create and support a healthy organizational culture. In their task, they are supported by the four functions of management. These are represented by the processes of planning, organizing, motivation and controlling. Among them, motivation appears to have a special importance.

The strategies that an organization can adopt in order to make sure it benefits from a healthy culture include a proactive, task-oriented perspective upon business and the business environment and the use of communication as a strategic resource for both short-term and long-term profits. Under the circumstances in which competition has become fierce and the access to technology is no longer the differentiating factor, the management of human resources gains a huge importance. Consequently, the management of the organization's culture itself becomes a must.

Bibliography

Baker, Kathryn (2002), Organizational Culture, 19 May, 2007, <

Four Management Functions, 19 May, 2007, http://www.bashedu.ru/konkurs/ibatullina/eng/function.htm

Schein, Edgar, H (1992), Organizational Culture and Leadership, San Francisco: Jossey -Bass Publishers