Sherwood

SHERWOOD MANUFACTURING 5

Manufacturing

Manufacturing

Companycultureis theuniquepersonalityof theCompany that includesnorms,assumptions,tangiblesignsandvaluesof theCompany employeesandtheir behaviors.Thissystemof sharedculturestronglyinfluencestheemployeesof theCompany dictatinghowtheyact,performtheir jobsordress.EachCompany developsandmaintainsa distinctculture,which furnishesguidelines andboundariesfortheacceptedbehaviorof theemployeesof theCompany (Alvesson, 2012, p 2). Physicalartifacts providea tangiblemanifestationandcrucialelementsof a Company culture.Thesedistinctwaysa Company arrangesits physicallayout,centralizationordecentralization of standardutilitiesis not incidental.Itis a separate wayof representingin a symbolicwaytheunderlying valuesandmeaning.Language,metaphors,andjargonplaya crucialrolein identifyinga Company culture.EachCompany has particularwordsorphrasesthat are usedtherewith distinctmeaningonlyto theparticularCompany.

Legends,stories,andmythsare anotherelementthat seemsto be an extensionof thepreviouscomponent,howevertheysum up theunwrittenmorals andvaluesof theCompany life.There are two deliberateenactedbehavioral artifacts namelyceremoniesandcelebrationswhich helpin cementingtheCompany culturalvaluesandassumptions.Behavioral normsare a vitalelementof a Company culture.Thesemodelsdepictthemannerof expectations, which encroachon theemployees`behavior.Itprovidesa guideline andboundarygoverningtheinteractionof workersbetween a juniorandsuperioralsoweeds out themisfitsin theCompany. Thesharedvaluesandbeliefscommonlyknownas moralcodesformsthebedrock of definingthewrongorrightin theCompany. TheydofocustheCompany energiestowards particularactionsalthoughat thesametimediscouragingotherbehavioral patterns.

organizational cultureis masculinealthoughstrongcorporate culturesare goodfortheCompany. Here manufacturerswill be negatively affectedby thisculture.Thebasisfora droppinga youngwomanbecauseof her ageandgenderdespite beingthebestfitforthejobis a clearmanagerial practice.Thefavoredcandidatewhohas noexperiencemay costtheCompany morein trainingto fitin theworkenvironment.Itmay fora timeperhapsseemto be of benefitto manufacturersto propagatethisculturesothattheonlya fewwomenthrivehere.Thisultimatelywill resultin an adverserewardto theemployeessubsequentlyto theCompany. Thisworkingenvironmentis somasculinethateventhemanagerial goalswill be impactedby thisthereforeifnot managedcarefullythenitmay alienatesomeof their intendedcustomers.Theblatantgenderdiscriminationdoesperpetuityof discriminationagainst thefemalegenderthatthefewtherewill developwhatis calledthe‘queenbeesyndrome.`Thefactthata masculinecultureis aggressivemaybethereasonwhy manufacturersis backingon to be wheretheyare as a Company. However,itmay resultin a lotof resourcesusedin publicimagemakeover.

ought to takepracticalstepsto remedytheCompany culturelike beingfriendlyto minorityandthefemalegender.Thismay bedoneby an introductionof an affirmativeprogram.Thishas to be timeboundandalignedto bestmanagementpracticesconsideringthecurrentlegislation.Incorporationof thealreadyfemaleemployeesin thestrategyplus retraining of theentirestaffwill setthefocusin therightdirection.Allemployees`needsto be fullyparticipant in thischangeof practiceconsequently thesharedvaluesandbeliefsare inclusiveof everyone. Theimpacton therestof theexistingcultureslike physicalartifacts, ceremoniesandcelebrations,behavioral norms,legends,stories,andmythsought to beconsideredcarefully.Thisimplementedin a wellthoughtout andorderedmannerwill be of manybenefitsto theCompany.

References

Alvesson,M. (2012).UnderstandingOrganizational Culture.Los Angeles. Sage.