Despite organizational culture being influenced by events in the exogenous environment, full accountability for shaping and developing corporate culture should invariably rest with an organization's founder and management (Who Develops, Shapes, and Controls Organizational Culture? http://rosariolongo.blogspot.com/201...-controls.html). The identification of organizational values and the type of behavior individuals should exhibit in the workplace, as well as the adoption of a metaphor that aptly summarizes, explains, reinforces, and links all of these components together, should invariably be regarded as a typical business founder's responsibility.
Corporate culture is increasingly important to employers, who are learning from experience that it cannot merely be considered a discretionary organizational component, but rather as the founding pillar of organizational strategy. Its pursuit is intended to support, sustain, and ease organizational strategy. Business culture requires constant employer attention and active control, as its unintended derailment might produce irreversible, harmful effects on the execution of an organization's strategy and ultimately upon business stability.
Corporate culture is not only exposed to pressure from the exogenous environment but is also subject to effects from the endogenous environment. Among these, particularly detrimental to an organization may be the deliberate or inadvertent employee attempt to alter or reinterpret the culture fostered by the business founder. This circumstance is likely to occur when a business founder leaves the organization and when management diverts its attention away from the importance of consistently and continually fostering the culture originally developed and nourished by the business founder.
Executives and managers should be particularly cautious and vigilant from this point of view and should do whatever they can to prevent employees from influencing corporate culture, whether their reinterpretation or redefinition may threaten to derail the founder's original vision and spirit. This may prove to be a daunting feat, as employee initiatives may be triggered by management's inability to firmly, convincingly, and consistently foster and sustain the existing culture. In some instances, managers might not become aware of the problem until it is too late, let alone resolve it once it clearly emerges.
The Role of HR
The first question to ask is whether HR actually has a role in corporate culture. Since culture is concerned with organizational values, shared beliefs, individual behavior, and norms stemming from these, which affect individuals at large, and HR is concerned with people, it can be contended that HR unquestionably has a role to play in corporate culture.
This role should not imply that HR should be fully involved in defining and identifying the right or most suitable culture, as this should be regarded as a specific founder duty. Being in charge of developing human capital management practices and in its strategic advisory role, HR is in a commanding position to support an organization founder in developing his/her vision and translating this into corporate culture, but can hardly act as a substitute for the founder.
Considering that culture supports strategy execution, to which it should be strictly interrelated, it may be argued that corporate culture lies between strategy execution and human capital management. It contains the guiding principles for employers to attain competitive advantage over competitors by building on their most valuable resource, human capital. As such, corporate culture aims at fostering behavior which the employer considers most appropriate to achieve a competitive edge and at developing the organization's distinctive approach to "the way we do things around here."
It is hard to believe that an organization may achieve a competitive advantage if its management does not foster a corporate culture enabling the business to effectively execute its strategy. The success attained by the organization will reinforce the individual belief that the behavior endorsed by management represents a recipe for success. HR should thus, first and foremost, support organization management to ensure that each manager properly fulfills his/her duty.
The Role Played by HR in Corporate Culture
http://rosariolongo.blogspot.com/201...corporate.html
Corporate culture is increasingly important to employers, who are learning from experience that it cannot merely be considered a discretionary organizational component, but rather as the founding pillar of organizational strategy. Its pursuit is intended to support, sustain, and ease organizational strategy. Business culture requires constant employer attention and active control, as its unintended derailment might produce irreversible, harmful effects on the execution of an organization's strategy and ultimately upon business stability.
Corporate culture is not only exposed to pressure from the exogenous environment but is also subject to effects from the endogenous environment. Among these, particularly detrimental to an organization may be the deliberate or inadvertent employee attempt to alter or reinterpret the culture fostered by the business founder. This circumstance is likely to occur when a business founder leaves the organization and when management diverts its attention away from the importance of consistently and continually fostering the culture originally developed and nourished by the business founder.
Executives and managers should be particularly cautious and vigilant from this point of view and should do whatever they can to prevent employees from influencing corporate culture, whether their reinterpretation or redefinition may threaten to derail the founder's original vision and spirit. This may prove to be a daunting feat, as employee initiatives may be triggered by management's inability to firmly, convincingly, and consistently foster and sustain the existing culture. In some instances, managers might not become aware of the problem until it is too late, let alone resolve it once it clearly emerges.
The Role of HR
The first question to ask is whether HR actually has a role in corporate culture. Since culture is concerned with organizational values, shared beliefs, individual behavior, and norms stemming from these, which affect individuals at large, and HR is concerned with people, it can be contended that HR unquestionably has a role to play in corporate culture.
This role should not imply that HR should be fully involved in defining and identifying the right or most suitable culture, as this should be regarded as a specific founder duty. Being in charge of developing human capital management practices and in its strategic advisory role, HR is in a commanding position to support an organization founder in developing his/her vision and translating this into corporate culture, but can hardly act as a substitute for the founder.
Considering that culture supports strategy execution, to which it should be strictly interrelated, it may be argued that corporate culture lies between strategy execution and human capital management. It contains the guiding principles for employers to attain competitive advantage over competitors by building on their most valuable resource, human capital. As such, corporate culture aims at fostering behavior which the employer considers most appropriate to achieve a competitive edge and at developing the organization's distinctive approach to "the way we do things around here."
It is hard to believe that an organization may achieve a competitive advantage if its management does not foster a corporate culture enabling the business to effectively execute its strategy. The success attained by the organization will reinforce the individual belief that the behavior endorsed by management represents a recipe for success. HR should thus, first and foremost, support organization management to ensure that each manager properly fulfills his/her duty.
The Role Played by HR in Corporate Culture
http://rosariolongo.blogspot.com/201...corporate.html