تشخیص فرهنگ سازمانی برای عملکرد SME
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|4061||2012||6 صفحه PDF||سفارش دهید||2500 کلمه|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Procedia Economics and Finance, Volume 3, 2012, Pages 710–715
The purpose of this paper is to show the importance of organizational culture in achieving performance in Romanian small and medium enterprises SMEs. The method of research used was the survey. The instrument used was the questionnaire elaborated first on paper and then using Google Docs application. This application can become an important tool for any manager so that they become conscient of the culture of their organization. The main idea is that after the employees complete the online questionnaire the manager can receive a complete report about the answers, underlyining the weaknesses and strengths of the organizational culture according to the answers. This evaluation is very important because they can compare the results with other companies in the field and can discover opportunities for competitive advantage. After this phase of the research if the manager wishes we can provide him with a set of strategies to mend the problems, the weaknesses. This step is very important because many researches regarding organizational culture just diagnose the type of culture but do not offer solutions for the problems. Along with the comparison regarding the strengths and weaknesses in the organizational culture the authors propose a comparison regarding financial performance indicators. In the end the authors try to find a relation between these performance indicators and the organizational features evaluated.
The authors wanted to present a software solution any manager could use, to rapidly assess some of thebasic elements of organizational culture from his enterprise and get the best measures to address theweaknesses resulting from this analysis.It is not the first time this idea appears in researches. Many consulting firms have conducted surveys thatwere sent to firms to be completed online and then have made so-called cultural profiles, definingcompanies ina particular cultural group. However we notice that the researches are missing the other side, equally importantto any assessment, the solutions for improvement. Also studies are often designed for large companies, theconcepts used in speech too hard to understand, so the results are becoming less relevant for efficient analysisof the culture of an organization.Every organization has a culture. The main components of an effective corporate culture are theorganization's mission and goals, work environment, management style, organizational practices and policies,recruitment and career development, benefits and rights, Tohidi and Jabbari, 2012. In the fields of managementand organizational theory,organizational culture is one of the most popular concepts. The reason of popularityis the significant relationship between organizational culture and organizational outcomes such as financial performance, gaining competitive advantage and firm effectiveness, Zenir and Ertosun, 2011; Denison andMishra, 1995.SMEs have a more organic culture than big organizations. A small number of people are usually unitedunder common beliefs and values and that means that in SMEs changing organizational culture should beeasier. The most influence on the organizational values and beliefs in SMEs has the owner. This was the mainreason we focused our research on the SMEs in Romania. The recent economic crisis had a bad influence on the financial performances of the majority of the enterprises in Romania. But the most hit sector was the sectorof small and medium enterprises SMEs. So in order to avoid future problems and to begin reconstructionorganizational culture must be diagnosed and the change must begin with it.Continuous performance must be the primary objective for any organization because only throughperformance organizations have the possibility to progress and evolve. When selecting to use financialperformance indicators one of the motives was that using them is easier for a person outside the organization toevaluate performance using those indicators. And also the time did not permit us to make a more deeperanalysis of the enterprise performance. Many researchers say that financial performance indicators are tohistorical in order to offer a clear image over the performances of an enterprise but looking objectively at thesituation we can observe that the first thing that defines the state of the enterprise is the level of profit and theturnover, Henri, 2006.
نتیجه گیری انگلیسی
Organizational culture is the most important component of the organization. It is imperative to know theelements of organizational culure so that we can use the strengths for competitive advantage. It is not simple todiagnose organizational culture and it can not be modified in one year, but the authors consider that withoutdiagnosing and changing organizational culture the organization cannot achieve performance. Change mustbegin with the culture. It is very important for every manager to know to use the strengths of his own enterpriseand the weaknesses of the competitors.A cultural analysis is a very complex analysis and as most authors say it is always incomplete. But we hopethat with our work managers can find a beginning of a guideline for cultural analysis and mending weaknessesin order to increase competitivity. The financial problems faced by SMEs must be the alarm signal thatconvinces the managers to research their organizational culture and begin the changing of the organization withculture in order to touch the lost performance.