Decoding interactions: examine the relationship between top management and organisational culture in Pakistan
DOI:
https://doi.org/10.47264/idea.jhsms/5.2.13Keywords:
Top management, Management behaviour, People management, Organizational culture, Cultural ethos, Decoding interactions, Communication stylesAbstract
This research delves into intricate dynamics between top management behaviour and organisational culture, seeking to decode the nuanced interactions that shape the core fabric of modern enterprises. It examines how organisational cultures and people management affect top management. Through analysis, we explore how top management's actions, decisions, and communication styles reverberate throughout an organisation, influencing its cultural ethos. This research employed a convenience sampling to collect data from workers in first-line, middle, and upper management from pharmaceutical companies. Drawing on a quantitative methodology, to achieve these objectives, the study employs 120 structured questionnaires distributed on scales for data collection, followed by robust statistical analyses using SPSS and PLS software. The study examines real-world scenarios to uncover patterns and insights into how specific behaviours at the executive level impact the values, norms, and practices that define organisational culture. This study aims to fill the gap in the literature by evaluating leadership behaviours and their influences on areas of people management and organisational culture. The findings not only contribute to a deeper understanding of the interplay between top management and culture but also offer practical implications for fostering a symbiotic relationship that enhances organisational effectiveness and resilience in today's dynamic business environment.
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