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Introduction

Organizational strategy is defined as the conception, execution as well as assessment of decisions within the organization, which facilitates it to accomplish the long term goals of an organization. It also states the mission, vision, goals, developing plans, and common regulations of an organization, frequently in terms of plans and projects for accomplishing the goals of the organization. The organizational strategy also implies allocating resources for better their usage.

Organisational culture means the overall culture within the organisation including beliefs, values, and norms; a part of collective assumptions that a company learned as it solving exterior and interior problems. All these provides positive outcome and can be regarded as applicable. Thus new employees take these assumptions as the right way perceive, reflect, and solve incoming problems.

Human Resource Management (HRM) is the administration of the employees in an institution. It involves drawing together, assortment, education, evaluation and compensation of employees according to the organizational management and in compliance with existing laws. Human Resource Management also represents the company in the labour union for collective bargains.

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The administration of employees is turning out to be a significant facet for accomplishment of organizational objectives. The employees of a company are precious assets, which require to be controlled efficiently so as to enable an organization to increase its productivity (Beardwell & Claydon, 2010). Therefore, managing of Human Resources is directly related to the Organizational Strategy because it focuses on ensuring that the stuff performs the duties successfully for achieving the strategic objectives of the company.  Thus, the organizational culture connects the Human Resource Management with the Organizational Strategy.  It is mainly the day to day employee’s behaviour in the organization. The behavioural culture may have an effect on the performance, effectiveness, and attitudes of employees. Thus these effects can be started by a particular work force and finally affect all employees.  The paper analyses and evaluates the relationships between organizational strategy, organizational culture and HRM.   

The functions of HRM in connection to Organizational Culture ensure that it is structured in a manner to have a competitive edge over rivals at the certain market. The organizational culture should not be underestimated or fail being noticed according to the market character. Since all the organisations are distinctive in their own specific ways, HRM has to concentrate on how the organizational culture should be created to fit the corporate strategy.  Organizational culture in a company can be an ideal chance which makes the corporate be prominent among its rivals.

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Organizational culture is related to HRM in practice. The role of HRM in an organization is to make sure that all employees are motivated to do their best, and this connects it with organizational culture to fit to the organizational strategies. HRM is designed to ensure that vital information concerning organizational culture is distributed to all employees. This information contains set of anticipated behavioural patterns and values which all managers have to practice in an organization. These set of behavioural patterns focuses on objectives of the corporation. By having this, HRM team have a significant function that relates to the Organization Strategies by formation of Organizational Culture (Gill & Dessler, 2010). 

In conclusion it should be mentioned that the key functions of HRM include team improvement, training and rewarding of employees according to their performance. These functions make stuff to come up with valuable ideas which affect their day to day duties in contributing organizational strategies. This argument makes it clear that Organizational Culture is really a connection amid Organizational Strategies and HRM.

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