The correlation between organisational culture and security Essay

The correlation between organisational culture and security - Essay Example The extent to which organisational culture determines nature and perceptions of the security environment is both of practical relevance and theoretical interest. A highly typical scenario exists when choices about security have to be made by the management as an opportunity cost principle (Fennelly, 2003, p.364). The primacy and immediacy of such choices lie in the fleeting background of real and perceived threat perceptions by the organisation. Thus organisational culture converges on the logical premise that hidden threats to its own existence could be physical and real or/and perceived and unreal. The extent to which these conceptualisations will determine the response of the organisation depends on the organisational culture. When organisational culture is based on "a set of shared values and beliefs among a community or people", then perceptions about security and threats become more formidable because such perceptions acquire a larger dimension in the organisational context, including a costs versus benefits evaluation (MacCrie, 2007, p.230). Above all organisational culture is a theoretical construct with implications for the security of the organisation beyond the definable limits.Organisational culture presupposes a pattern of behavioural tendencies on the part of both internal and external stakeholders (Driskill and Brenton, 2005, p.12). Mutually beneficial behaviours and a system of corresponding rights and obligations presume that the organisation progresses through a complex network of sub-cultures that seamlessly integrate into a value-centric system. Internal and external relationships that exist at each level and layer, are presumably influenced by the quality and quantum of communications. This in turn has an impact on the organisation's security perceptions. An analogous situation exists in group relations where groups of individuals bound by their own internal rules, rights and obligations will still seek to establish contacts with others. At the individual organisational level this behaviour is subject to a renewed concern for security and an ever increasing awareness of threats. As Schein puts it, "Culture is an abstraction, yet the forces that are created in social and organisational situations that derive from culture are powerful" (Schein, 2004, p.3). Mullins, on the other hand, states that an organisation pursues its goals based on an underlying ideology or philosophy, based on beliefs, values and attitudes. Within the organisation, culture is a pervasive influence over people's behaviour and actions, and reflects in the performance of work - what is not acceptable and what behaviours and actions are encouraged and discouraged. It can also include traditions, values, beliefs and attitudes (Mullins, 2007, p.531). Mullins places emphasis on the objectivity of culture influence and also attributes some ideological characteristics to it. Finally organisational goals,

Annotated bibliography Essay Example | Topics and Well Written Essays - 1500 words - 1

Annotated bibliography - Essay Example These criteria were useful in selecting entries in the bibliography list. Amoako-Gyampah, K. and Salam, A., 2004. An extension of the technology acceptance model in an ERP implementation environment. Information and Management, 41(3), pp. 731-745. Amoako-Gyampah and Salam (2003) intended on establishing the relationship between belief systems, usefulness of technology and subsequent use of the ERP system. The authors collected data from over one thousand workers in their country .They used the TAM (technology acceptance model) model to establish hypotheses for their paper. Amoako-Gyampah and Salam found that communication and training affect belief systems. This paper will be quite useful in assessment 3 because management is yet to approve the ERP project. They need reassurance that the plan will elicit support from members of the organisation. This paper will provide insights on how the company can achieve high usage rates. The major advantage of such an article is that it is theor etically founded on a pre-existing model. Furthermore, it uses empirical research to support its assertions, so Peet’s can rely on it. The paper addresses nontechnical factors that alter ERP usage, which is quite useful in the analysis. Fui-Hoon, N., Zuckweiler, K. and Lau, J., 2003. ERP implementation: Chief information Officer’s perceptions of critical success factors. ... This means that reengineering ought to focus on tailoring the business processes to fit ERP software. They also add that errors in adoption occur when enterprises fail to use capabilities within the ERP system. Organisations have sometimes made too many customisations before understanding their business practices. This paper is insightful because it relies on views of CIOs who have succeeded in implementing ERP systems. Subjects are thus speaking with authority on the matter. The article is relevant to the assignment because it extols the merits of buying one’s ERP system and taking advantage of its capabilities. Gattiker, T. And Goodhue, D., 2005. What happens after ERP implementation: Understanding the impact of interdependence and differentiation on plant level outcomes. MIS Quarterly, 29(3), 559-587. In the paper, the writers assess implications of certain organisational qualities in the performance of the ERP system. They found that organisational models must have low lev els of differentiation and high interdependence for them to experience ERP impact. Data integration works well when interdependence between subunits is high. Furthermore, ERP coordination improvements will be minimised when units in a company depend on each other. The article will be useful in this assessment because it addresses some of the potential glitches that could minimise these outcomes. Findings could be used to convince management about the usefulness of an ERP project as Peet’s already has highly interdependent business functions. Additionally, customisation will moderate effects of differentiation in the organisation. For the business report to garner support from management, it must acknowledge potential barriers and identify ways of overcoming them. This is what the