How Culture Affects Manchester United Football Club And How The Organisation Manages Strategically

Culture is the collective attitude, intellect, and atmosphere that a community creates for itself. This includes values, traditions, and social norms. Specifically, organizational culture is within a community, group, or business that shares values, follows a code of conduct and standards, and holds its members accountable for their contributions. Organizational culture arises from the goals and mission set out by the company. A negligent culture can provoke and encourage inappropriate behavior between employees. As shown with Uber, organizational culture can become dangerous and harmful to its members if proper standards are not established.

Culture can be defined as “a set of basic tacit assumptions about how the world is and ought to be that a group of people share and that determines their perceptions, thoughts, feelings, and, to some degree, their overt behaviour” (Schein, 1996). Organizational culture is depend on differences in norms and shared values which are learned in workplace and to direct behaviour of members in the particular organisation. (Cabrera, Cabrera& Barajas 2001) Organisational culture was built on its shared beliefs and values which was the guidance to solve problems.

Culture is defined as all of humans’ perception, knowledge, opinions, worth and sensation studied through joining in any cultural system (Nanda & Warms, 2011). In other word, human is the represent of culture (O’Donnell & Boyle,2008, pp.4-14). The dimension of culture is the centre in all aspects of organizational life, especially in business (Nanda & Warms, 2011). For example, the way employer of a company act, think or feel is controlled by their naturally cultural belief (REF). Values of an organisation can be changed effectively by organisational culture (REF).

Organizational culture is the summation of the underlying organizational values manifesting as collective assumptions, attitudes, beliefs, expectations and norms.  Grounded in the customs and

The organization culture as a leadership concept has been identified as one of the many components that leaders can use to grow a dynamic organization. Leadership in organizations starts the culture formation process by imposing their assumptions and expectations on their followers. Once culture is established and accepted, they become a strong leadership tool to communicate the leader 's beliefs and values to organizational members, and especially new comers. When leaders promote ethical culture, they become successful in maintaining organizational growth, the good services demanded by the society, the ability to address problems before they become disasters and consequently are competitive against rivals. The leader 's success will depend to a large extent, on his knowledge and understanding of the organizational culture. The leader who understands his organizational culture and takes it seriously is capable of predicting the outcome of his decisions in preventing any anticipated consequences. What then is organizational culture? The concept of organizational culture has been defined from many perspectives in the literature. There is no one single definition for organizational culture. The topic of organizational culture has been studied from many perspectives and disciplines, such as anthropology, sociology, organizational behavior, and organizational leadership to name a few. Deal defines organizational culture as values,

Organisational culture describes the values, beliefs and behaviours which provide norms for the environment of an organisation (Anon., 2012). The culture of an organisation sets out to provide structure for employees within a business and often culture shows to be a strong factor in certain organisations. Edgar Schein, a culture theorist explains that the definition of organizational culture must be general otherwise factors may be eliminated which may contribute to culture within a business. (Anon., 2007). Culture impacts on the working procedures in which a business performs and effects the way in which the organisation is run on a daily basis.

“Organizational culture consists of a set of shared meanings and values held by a set of members in an organization that distinguish the organization from other organizations” (Baack, 2012). These shared values have a strong influence on the people in the organization and dictate how they dress, act, and perform their jobs. Culture plays a huge role in the guiding of the behaviors of employees of an organization. There are three stages of culture that interact with one another to influence the behaviors in the organization. These stages are: observable artifacts, espoused values, and enacted values.

It is commonly known that different organisations have their individual cultures. Culture describes who they are and what they stand for. It relates to the organisation 's traditions, customs, beliefs, meanings, morals, ethics, norms, language, shared values and practices. The business culture determines how people communicate within the company. There are numerous factors affecting

Cultural organization is unique and configures their norms, beliefs, values, and behavioral characteristics into the individual and groups that unite to get things accomplished. Patterns begin to evolve and become a rule of basic assumption; whether it is a new idea, one recently discovered or under development by a certain group as they learn to cope with internal integration and external adaptation problems. Cultural characteristics are hard to define because culture is multi-dimensional with integrated components that intertwine at different levels and ever-changing which takes time to establish and therefore time to change it also. Culture becomes the fabric or social glue that unites its participants, this will counteract any processes that are different becomes an unavoidable side-effect of life in an organization. Mutual understandings and a shared system of meanings becomes the basis of communication in a cultural organization. Functions of a society need to be fulfilled with a certain amount of satisfaction or culture can impede the efficiency of that organization. Problems with this concept arise when trying to categorize culture or when, why, or how corporate culture should be changed or finding the best, healthiest or most desirable one.

Culture is the values, understanding and norms that members of an organization share. Nobody in a leadership position goes in with the attitude that they want build a negative environment, but sometimes underlining issues can derail good intentions.

Coined as “the way we do things around here” (Deal and Kennedy, 1983, p. 501), culture encompasses how an organisation is run, its “personality”, and the norms, values, beliefs and attitudes (Armstrong, 2010) that reflect the organisation’s mission, aims and goals.

There are many definitions of organisational culture available in the literature, many of which are based on the fact that culture consists of values, beliefs, and assumptions shared by the majority of members of an organisation. These characteristics and shared views are then translated into common and repeated patterns of behaviour. Although it is difficult to come up with a single definition that would cover

Culture is a broad category that includes providing employees with a sense of organizational norms— both formal and informal.

An organization’s culture shapes the attitudes and behaviors of its employees by defining boundaries, providing a sense of identity and stability. It also establishes a standard in regards to what employees should say and do. Culture can be transmitted via stories, rituals, material symbols and language. Culture within an organization is no exception.

Organizational culture entails an individuals or groups, values, beliefs, attitudes, customs, such as norms, written and unwritten rules. Organizations create the culture or atmosphere within the company based on their goals, values, experiences and outer world interactions. Cultural values reflect a moral or ethical notion, which results in an action. Beliefs can stem from learnt behaviors, social influences and religions. Attitude, is a way of thinking and in turn reflects how an individual behaves. Values, beliefs and attitudes all inter-twine with each other. When reflecting on an organization, these all greatly impact the overall success of a company. Company norms are created based on an organizational standard. Most Organizations have written rules. The rules can entail anything from expectations, salary, conduct, contacts, repercussion for behaviors and a variety of other things. However, each organization also has unwritten rules. Unwritten rules can be a variety of things for example the relationship among co-workers, reaction to company change, how to express yourself in