Fundamental of management Samples for Students †MyAssignmenthelp.com

Question: Discuss about the Fundamental of management. Answer: Clan culture and its relationship with the organizational structure It is observed that clan culture is a family-based corporate environment that insists on the consensus as well as commodity of values and gaols. Clan culture remains as most corporative and least competitive compared to other corporate culture (Kim and Hougyun 2016). The work environment is friendly and individuals have a lot of things in common. Thus, it is quite similar to a large family. The leaders and senior executives are considered as the mentors. The organization following clan culture is built with loyalty and tradition. As the major responsibilities, the companies tend to emphasizes long-term HR development. The major value drivers of clan culture are commitment, communication and development Gardner and Richard (2012). Likewise, the major theory of effectiveness of this culture is the development of human resource. In order to build an effective team, the employees are empowered with the authority to make decision. The leaders following the clan culture develop an open com munication, where the colleagues and co-worker could discuss their issues with the leaders. Figure 1: Organizational Culture (Source: Kim and Hougyun 2014) However, organization ns following the clan culture could suffer from the lack of diversity (Zahari, Ibrahim Bin, and Adel Mohamed Ali Shurbagi). A different thought is required to resolve the business problems but if all employees look at the same problem with same ideas, the solutions are less likely to discovered (Kim and Hougyun 2014). It is also observed that clan culture is effective in a small but an organization with a large structure and policies usually do not implement this culture. Nevertheless, employees who understand and embrace their workplace culture have better grasp of their objectives as well as they are more aware of their employee and customer needs (Ahmadi and Jamshid Akbari 2012). Explaining with the example One of the largest media and entertainment brands Vogue in Australia developed clan culture in its workplace. The brand is best known for its Vogue Magazine, which has gained worldwide popularity. The company has developed a friendly workplace culture, where the employees enjoy their work. Even though, the work culture in Vogue relies on employee empowerment, the senior leaders mostly take the large business decisions (Vague 2017). However, it is also identified that the company in foreign countries has different organizational culture, which is completely based on the usual structure of the corporate sector of the nation. For example, as the corporate environment in Singapore often relies on the hierarchical structure, the company develops its culture with increasing policies and rules instead of developing a friendly environment. In addition, as the clan culture has increasing level of internal focus, the maintenance of family based culture remains as the primary point, which often leads to delays as well as deficiencies. Recommendation The organization with large size and stricture could implement an adhocracy organizational culture instead of being relied on clan culture. The organizations in foreign countries have to deal with different corporate environment. Thus, Vogue could complement a culture that is globally acceptable. In such context, adhocracy organizational structure, the employees use their skills and talents to tackle the risk and the leaders focus on the innovation. In addition, the employees are engaged in decision-making, when the company needs to develop a large business solution. References "Vague". 2017.Vogue.Com.Au. https://www.vogue.com.au/. Ahmadi, Seyed Ali Akbar, Yashar Salamzadeh, Mohammadreza Daraei, and Jamshid Akbari. "Relationship between organizational culture and strategy implementation: typologies and dimensions."Global Business and Management Research4, no. 3/4 (2012): 286. Gardner, William L., Brian J. Reithel, Claudia C. Cogliser, Fred O. Walumbwa, and Richard T. Foley. "Matching personality and organizational culture: Effects of recruitment strategy and the Five-Factor Model on subjective personorganization fit."Management Communication Quarterly26, no. 4 (2012): 585-622. Kim, Hougyun. "Transformational leadership, organizational clan culture, organizational affective commitment, and organizational citizenship behavior: a case of South Korea's public sector."Public Organization Review14, no. 3 (2014): 397-417. Zahari, Ibrahim Bin, and Adel Mohamed Ali Shurbagi. "The effect of organizational culture and the relationship between transformational leadership and job satisfaction in petroleum sector of Libya."International Business Research5, no. 9 (2012): 89.