Practice in Managing Cultures Have Changed in Post-Bureaucratic Era

In this essay, I am going to argue that the practice in managing cultures have changed in the post-bureaucratic era and how to distinguish from the bureaucratic era. In addition, I describe the influence of culture, in particular the significance of the organization and how those affected are changed over time. In section one, I explain the impact of content management organizational culture to be the first insight into the topic, expression of knowledge in organizational culture. In section two, I explained that culture a tool for limiting resistance in the post-bureaucratic era. Then My argument is that its explanation the bureaucracy and post-bureaucratic age how to distinguish between the content. For my important of view in this research, I would like to analyze the different kinds of organization and control of McKenna-Lorenzo Garcia and Bridgman. After that, through basic observations of the strengths and weaknesses of employees and managers. Finally, I refer to some examples demonstrate my research.

I start at the beginning of the argument, interpretation and how they impact the management of organizational culture organizational behaviors. In the human resource management literature, organizational culture is a key concept (Guest,Storey & Watsons, 2002, as cited in Ogbonna & Wilkinson 2003).

Culture as a tool for post-bureaucratic era to limit resistance, focusing on criterion, beliefs and value or organizations. For a sake of understanding the impact of different cultures and they also change the behaviour of the organization. Everyone to share different beliefs and cultures, each on behalf of an organization within the point. Actually, everyone in an organization to bring value based on their organizations to provide their attitudes and their cultural views. It is a direct impact on organizational behavior (Brewis 2007). However, if you do too much, and also have a negative impact on the organization, increasing employee resistance (Kärreman & Alvesson 2004). In order to maintain the personal identity of a certain level, employees can become hostile;They became the only act of loyalty to the Organization (Brewis 2007). Kärreman & Alvesson (2004) stated that employees’ interviews from ‘Big’, Brewis (2007) also showed that employees who met the organizational culture of colleagues ' prejudice may result in employees accepting insults, such as "traitor" or "brownnose"revealing light pressure of prejudice can also arise from overly strict cultural. Showing these two articles from the staff of such behavior stems from having a strong sense of personal identity and personality. Although these employees can enjoy their jobs, such as employee interviewed in a high technology company, they also often ideological distancing from the Organization, saying it is from the above nonsense (Brewis 2007). Obviously, an environment combined with the strict cultural as well as employees who have their own strong identity, may result in an attitude of rebellion, whether through internal hostilities or through some of the prejudices and discrimination against those who choose to comply with the display. Hence, culture is a tool to limit, due to a strong sense of responsibility of employee, organization have trouble in holding power in the post-bureaucratic era.

In bureaucratic era, the traditional forms has been for more than a century, which be described as a hybrid, unorganized flexibility and standardized operation within the organization. This late change in the post-bureaucratic era influence by personal, highly trusted relationship, the importance of each person's individuality (McKenna, Garcia-Lorenzo & Bridgeman, 2010).

With this statement, it can be said that cultural management practices have in this day and age and the influence of culture on organizations of higher importance than before to change. Important mark is the canonical form of the post-bureaucratic era has the right to control, according to trust and out of control, increased attention of organizational culture (McKenna, Garcia- Lorenzo & Bridgeman, 2010). It is importance to managing culture practices in the post-bureaucratic era, for the reason that managers introduce important key values and business goals, it can create an employee organization with high stage personality and minimum control (Waterman & Peters 2004, cited in McKenna, Garcia-Lorenzo & Bridgeman 2010).

In support of my research, in my opinion, post-bureaucratic era have no control. Consider for example the professional organization in Etzioni’s terminology, which In some cases it may be difficult or even under a counter to the organization and operation of the production control behavior. Etzioni (1964) stated an example demonstrates a professional organization is difficult to organize and manage the behaviour of organization (cited in Kärreman & Alvesson 2004). Study shows that new forms rarely replaces the existing forms of control.Instead, they become a form of add to and complement the existing control structure, such as in the bureaucracy era (Kärreman & Alvesson, 2004).