Existing Relations between Organizational Culture

Relationship That Exists Between Organizational Culture

Business Management

Project Structure & Project Resources

Business Management

The Relationship that Exists between Organizational Culture,

Project Structure & Project Resources

Business Management

Existing Relationships between Organizational Culture,

Project Structure and Project Resources

The Selection and Structure of Projects within the Organization

Challenges in the Acquisition of Resources

Steps the Organization Takes in Risk Assessment

Recommendations for Improvement

Summary & Conclusion

The Relationship that Exist between Organizational Culture,

Project Structure & Project Resources

Business Management


The objective of this work is to analyze the existing relationships between organizational culture, project structure and project resources. Further this work will discuss how projects are selected and structured within the current organizational culture. Finally this work will describe the challenges in acquiring resources to complete the projects and steps the organization takes to assess risks. Recommendations for improvement will also be made.


Society, in terms of characteristics of the culture within that society has a strong relationship to the culture within organizations in that society, and most specifically as to the structural framework of the organization’s projects as well as to the resources applied by the organization to its’ projects. The affects of the organizations cultural structure and resource pool are demonstrated in outcomes relating to technological advances, growth rates and overall business performance.

I. Existing Relationships between Organizational Culture,

Project Structure and Project Resources

The effort has been applied toward” understanding the forms and consequences of organizational culture” (Webster, 2005) by researchers who “have explored how various internal processes such as individual and organizational selection and socialization (Harrison and Carroll, 1991) and characteristics of powerful members — such as an organization’s founder (e.g., Schein, 1985) or groups of members (e.g. Schneider, 1987) — influence the content and intensity of and the consensus that exists about organizational values.” (Webster, 2005)

From the available literature which to review and as stated by Webster (2005) “it appears that researchers have generally adopted the assumption that organizations develop a culture of their own that is distinct from the national and industry contexts in which the organization is embedded, thus ignoring the potential impact of external environmental factors on organizational culture.” (Webster, 2005) Therefore, it can be understood that in most organizations it is ‘internal’ factors that are primary links between organizational culture, project structuring and resourcing concerns.

II. The Selection and Structure of Projects within the Organization

Value dimensions that characterize the culture within an organization shape the structure and selection of projects within that organization. For example “The fact that the West and East — and more specifically the United States and Japan — have vastly different cultural values is well-acknowledged.” (Webster, 2005) A study conducted by Marcoulides and Heck, 1993) rendered conclusions that the organization’s performance are affected significantly by the values characterizing the culture within that organization. Whereas in Japan due to the “consensus-bonded, group-oriented culture that emphasizes conflict avoidance, respect and concern for people, and the importance of these long-lasting relationships with others” (Sandelands, 1994 as cited by Webster, 2005) this culture gives great attention to details (Rhody and Tang, 1990) which is also greatly affected by the influence of Shinto, Buddhism and Confucianism existing in the religious life of the Japanese culture. (Webster, 2005)

III. Challenges in the Acquisition of Resources

Challenges in acquiring resources are primary in the organizational focus for instance “Coinciding with the growth in delivery of social services by third sector organizations, with limited investment in their capacity, has been a legitimizing of avenues of resource mobilization that harness a business orientation and encourage self-reliance.” (Feeney, 2004) In other words, the goals set within the organization, greatly influenced by the organizational culture are that which tends to create the biggest challenge in acquisition of resources by the organization.

IV. Steps the Organization Takes in Risk Assessment

The business risk model is utilized in the initiative of managing the cultural assets of an organization and in the assessment of those factors that might put the organization at risk. The business risks that exist in the environment in which the business operates are important in their being assessed. Furthermore, the external environment must be assessed as to risk factors. In identifying these risks “organizations must review their economic, political, social, environmental, technological and other external conditions.” (Managing Cultural Assets from a Business Prospective, 2005)

V. Recommendations for Improvement

Recommendations for improvement are inclusive of the suggestion that the organization look outside of its’ own inner cultural characteristics and look toward a more global view in business development and initiative so that a more customer-centric culture might be developed which furthers the business in terms of growth rate.

Summary & Conclusion

Cultural factors and characteristics within the organization are great affectors of the projects and their resource allocation within the organizational structure. Organizations should look outward and upon the global factors that might affect the corporation and allow these factors as well as inner-organizational culture to affect the choice of projects, the allocation of resources to these projects and the structure within the organization itself.


Feeney, Melisah (2004) Organizational innovation in mobilizing resources within Third Sector organizations: uncoiling the complexities. Online available at: http://www.iie.org/programs/energy/pdfs/Integ%20Resource%20Planning.pdf

Harrison, J. Richard and Glenn R. Carroll, (1991) “Keeping the Faith: A Model of Cultural Transmission in Formal

Organizations,” Administrative Science Quarterly, 36(December), 552-582.

Marcoulides, George A. And Ronald H. Heck, (1993) “Organizational Culture and Performance: Proposing and Testing a Model,” Organization Science, 4(May), 209-224.

Managing Cultural Assets from a Business Prospective: Appendix I – The Business Risk Model Online available at: http://aolsearch.aol.com/aol/search?query=Business +resurce+Management%3A+Cultural+affects& page=3& invocationType=topsearchbox.search.

Rhody, Jim D. And Thomas Li-Ping Tang, (1995) “Learning from Japanese Transplants and American Corporations,” Public Personnel Management, 24(Spring), 19-32.

Sandelands, Eric, (1994) “Passenger Focus Keeps Railway on Track,” Management Decision, 32(5), 39-40.

Schein, Edgar H., (1985) Organizational Culture and Leadership, San Francisco: Jossey-Bass.

Schneider, Benjamin, (1987) “The People Make the Place,” Personnel Psychology, 40 (Fall), 437.

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