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McAleese & Hargie: Five Principles of Culture Management
The work of McAleese and Hargie states five principles of culture management as follows:
Principle 1: Formulate an overall culture strategy
Principle 2: Develop cultural leaders;'
Principle 3: Share the culture by communicating effectively with staff;
Principle 4: Measure the cultural performance;
Principle 5: Communicate the culture in all dealings with customers.
According to McAleese and Hargie, Kroeber and Luckhohn located in excess of 164 definitions of the word 'culture' in a 1952 work in writing. (2004)
This work in writing intends to examine exactly what McAleese and Hargie mean by each of these principles in terms of their application in the business environment.
(I) Principle 1: Formulate an overall culture strategy
The definition of culture is stated to be in general "subject to lively discussions within the scientific debate. In the context of change management there are many different perspectives on organizational culture that highlight different aspects." (Letonja and Letonja, 2008 ) Letonja and Letonja additionally state that culture serves to lay the foundation for the ways and interactions between employees and achieving targets.
Secondly Letonja and Letonja state that the communication of a firm's culture "increases the likelihood that important relationships will be sustainable and productive. (McAleese and Hargie, 2004) Stated to be a factor that complicates the situations is the "potential for the emergence...
Principle 2: Develop cultural leaders
The work of Dreary and Phil (2008) reports as follows:
"Despite agreement among some researchers that organizational change is subject to complex organization processes by which change arises, there has been only moderate agreement on the contextual factors or activities that embrace or influence processes of change. As a result, "what may be successful for one leader may be unsuccessful for another. That is, "cultures need to adapt, and change continually in order to survive" (McAleese & Hargie, 2004:165). However, many organizations fail to acknowledge this."
(III). Principle 3: Share the culture by communicating effectively with staff
Communication of a firm's culture to "clients and other third parties increases the likelihood that important relationships will be sustainable and productive (McAleese and Hargie 2004; Jenkins et al. 2008 cited in Hookana, 2008)
(IV.) Principle 4: Measure the cultural performance
Organizational culture serves as forces that create a sense of membership or cohesion, as well as a sense of difference from those who do not participate (Johnson, 1992). As such, it functions as the social glue that holds the firm together. As organizational culture changes, employees' relationships with each other and…
References
Dreary, John Frank and Phil, M.(2008) Change champions: Champions change. University of Leicester. March 2008. Retrieved from: https://lra.le.ac.uk/bitstream/2381/3959/1/2008dearyj%20EdD.pdf
Hookana, Heli (2008) A High Level of Employee's Organizational Identification in Early Merger Integration: Its' Impact on Leader Behavior -- An Empirical Analysis on Statoilhydro Merger. Norwegian School of Economics and Business Administration. Retrieved from: http://www.fm-kp.si/zalozba/ISSN/1854-4231/3-4.pdf
Letonja, Donald and Letonja, Marina (2008) Organizational Culture and the Adoption of New Public-Management Practices. The Existence of the Equity Gap in Slovenia. Management 2008. Year Number 3, Vol. 3 No. 5 Winter 2008.
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