Writing Research Paper

 

The article focuses on the impact of the organizational culture, the orientation in the management and innovativeness applied by the firm in the performance of an organization. The article sought to investigate the implications of the organizational culture on the performance of the organization in the global arena. The main focus of the paper is on the implications of the above three elements on the Japanese based firms. The research on the above topics goes ahead to make a correlation between the performances of the organizations based in japan with the ones based in other parts of the world such as Britain and America. The effectives of the organization is dependent on how well the company is able to develop its global strategy along the above three aspects of innovativeness customer orientation and organizational culture. It also proceeds to make correlation between the organizational culture and corporate culture (Deshp, \'e, Farley & Webster Jr, 1993). 

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This is a pattern of shared beliefs that enable the individuals that make up the organization to have an understanding of its functionality while providing them with the accepted behavior that assumes the form of norms. The organizational culture draws a lot from the environment and the bigger national culture. Therefore, in all the activities that an organization engages in, there are evident influences of the national culture. On the other hand the organization culture may also be under minor influences from the employees given their background. An organization is a cluster of individual working towards the attainment of a common goal. Therefore, the organizational culture is an aggregate of the individual values, assumptions and perceptions or interpretations of the members that make up the organization. Therefore, the cultural interpretations by the individual members in the organization are understood within the individual underlying archetypes (Deshp, \'e, Farley & Webster Jr, 1993). The culture of any organization is not mutually exclusive. Some areas in the organization may have differing cultures depending on the individuals that make up the units. However, the ultimate measure of the organizational culture is assessed using the most dominant culture (Deshp, \'e, Farley & Webster Jr, 1993). 

 
Organizational culture may assume four dominant models. The initial models of organizational culture is the clan model. In this model, the individuals that make up the organization have a strong sense of family (Arvinen-Muondo & Perkins, 2013). The leadership approach is largely composed of mentor and parent figure approach. The other organizational culture model is the adhocracy which is composed of dominant features of entrepreneurship and adaptability. The above models are known as the organic models (Arvinen-Muondo & Perkins, 2013). The second model is internal maintenance which is a hierarchical types of organizational structure. The leaders in this model are viewed as coordinates and there is a strategic emphasis towards the creation of a stable and predictable approach to operations. The final organizational culture model is the external positioning, which is a market oriented type of leadership. This model of organizations structure is poised on the attainment of the correct competitive structure and goal achievement. The leadership approach used in the management is decisive and achievement oriented. The major strategic orientation used in external positioning is towards the attainment of competitive advantage and attainment of market superiority (Deshp, \'e, Farley & Webster Jr, 1993). 

Customer orientation 

This is an area in marketing that has been less researched over the years. The existing research points to the fact that customer orientation is measured by the holistic generations, dissemination and response to the market intelligence. The focus of market orientation is on the creation of superior value to the end users of a products that is generated by an organization. Customer orientation can be differentiated into different functions which is customer and competitor orientation as well as inter functional coordination. The measure of the customer orientation ought to come from the consumers as opposed to the company for the purpose of maintenance of objectivity. 

Innovativeness 

Drucker is often quoted for the creation of a working definition of the innovativeness. He asserted that the organization has the basic functions of marketing and innovation. The majority of the firms that have a global presence have a succinct attention to innovativeness. The innovativeness of a firm can be used as the measure of how well a firm is performing. Therefore, the more innovative a firm is, the higher the chances that it will have better performance. Therefore, organizational innovativeness is a major input in the determination of the performance levels attained by an organization. This is applicable despite the nuances of performance that one may use. However, for the sake of global conventions, the performance under consideration in the article uses the universally accepted measures of market shares, profitability, and the rate of growth and the size of the company relative to the most significant competitors.

The article delves into the most important measures of the organizational performance. All the three issues that it studies are instrumental in the attainment of the required levels of performance. The best organizational culture ought to be used in the attainment of performance. Innovations ought to be made in such a manner that they add value to the final customer. They should be used to attract new customers in the business as posited by Drucker.   

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Don't forget to always bear this in mind. Logic will get you from A to B. Imagination will take you everywhere. - Albert Einstein