Symbolic Culture and Organizational Cultures
Symbolic culture and the concept of organizational cultures are strongly related. Most businesses employ symbols in an effort to uphold and foster culture (Bennett, 2007). The way that symbols are used influences how people prefer to approach and think about an organization. Adding new, young employees to the firm and modifying the compensation plan are two examples of symbolic actions that change culture. The rate at which a group becomes innovative and creative to handle difficulties facing the managerial procedure of the business is improved by bringing in young people (kerlavaj et al. 2007). However, the results are enormous with the inclusion of new young workers as they will also be able to point out the challenges and problems and develop the solution. Secondly, symbolic culture – action change is inclusive of changing the structure of rewarding workers. Rewarding employees increases the motivation level (Sztompka, 2010). The move is symbolic as in most cases it is rare to understand that satisfying the final desire is to enhance production.
Substantive Culture-Changing Action
Consequently, substantive culture-changing action is important in most organizations. The activities assist the business to have ample solutions to daily challenges and problems facing the social structure of an enterprise (Thompson et al. 2014). Examples of substantive culture-changing action include executives spending time to address their customers as well as offering visible awards that would honor good performers of an organization. Talking to customers makes them feel appreciated. They will then develop customer loyalty with the industry. Offering visible rewards to excellent performers will influence the other people who did not perform well to work harder next time, hence increased performance.
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References
Bennett, T. (2007). Making culture, changing society: The perspective of ‘culture studies.’ Cultural Studies, 21(4-5), 610-629.
Škerlavaj, M., Štemberger, M. I., & Dimovski, V. (2007). Organizational learning culture—the missing link between business process change and organizational performance. International journal of production economics, 106(2), 346-367.
Sztompka, P. (2010). The Cultural trauma the other face of social change. European journal of social theory, 3(4), 449-466.
Thompson, A., Peteraf, M., Gamble, J., Strickland III, A. J., & Jain, A. K. (2014). Crafting & Executing Strategy 19/e: The Quest for Competitive Advantage: Concepts and Cases. McGraw-Hill Education.
