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Lesson-3.-Organizational-Culture

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43 views29 pages

Lesson-3.-Organizational-Culture

fjz hzjk

Uploaded by

Gevelyn Bautista
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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WESLEYAN UNIVERSITY-PHILIPPINES

Cabanatuan City
GRADUATE SCHOOL

ORGANIZATIONAL STUDIES (PMEL 304)

Organizational
Culture
MARK CLESTER A. RUFINO
Lecturer
LET US PAUSE AND PONDER

“This is the day


the LORD has made;
We will rejoice and be
glad in it.”
---Psalm 118: 24 (KJV)
DEFINITIONS OF ORGANIZATIONAL
CULTURE
Organizational or corporate culture is the pattern of
values, norms, beliefs, attitudes, and assumptions
that may not have been articulated but shape the
ways in which people in organizations behave and
things get done. ‘Values’ refer to what is believed to
be important about how people and organizations
behave. ‘Norms’ are the unwritten rules of behavior.
The culture of an organization refers to the
unique configuration of norms, values, beliefs,
and ways of behaving that characterize the
manner which groups and individuals combine
to get things done (Eldridge and Crombie,
1974).
DEFINITIONS OF ORGANIZATIONAL
CULTURE
Culture is a system of informal rules that
spells out how people are to behave
most of the time (Deal and Kennedy,
1982).
A pattern of basic assumptions – invented,
discovered, or developed by a given group as
it learns to cope with the problems of external
adaptation and internal integration – that has
worked well enough to be considered valid
and, therefore, to be taught to new members
as the correct way to perceive, think, and feel
in relation to these problems (Schein, 1985).
DEFINITIONS OF ORGANIZATIONAL
CULTURE

Culture is the commonly held beliefs,


attitudes, and values that exist in an
organization. Put more simply, culture is
‘the way we do things around here’
(Furnham and Gunter, 1993).
NATURE OF ORGANIZATIONAL
CULTURE
Recent literature indicates that there are
seven primary features that, in total,
capture the nature of the culture of an
organization.
Innovation & Risk
People Orientation
taking
Attention to Detail Team Orientation
Outcome
Aggressiveness
Orientation
Stability
DIMENSIONS OF ORGANIZATIONAL
While CULTURE
culture may not be instantly apparent, the
identification of a collection of principles that
could be used to characterize the culture of an
organization allows us to more accurately
define, quantify, and manage culture. Several
researchers have suggested the four different
culture typologies for this reason.
Power Culture Achievement
Dimension Culture Dimension

Role Culture Support Culture


Dimension Dimension
DIMENSIONS OF ORGANIZATIONAL
Power culture dimension. There is a need
CULTURE
to use power in any given organization in
order to exert control and influence actions.
This implies that power is centralized, and
functional and specialist strings connect
organizational representatives to the core
(Harrison, 1993). In the sense that it focuses
on respect for authority, rationality in
processes, division of work and
normalization, this form of organizational
culture may also be regarded as rule-oriented
(Hampden-Turner, 1990). Both small and
larger organizations have a power-oriented
DIMENSIONS OF ORGANIZATIONAL
CULTURE
Role Culture Dimension. Harrison and
Stokes (1992) characterize role-oriented
culture as “substituting the naked power
of the leader for a system of mechanisms
and processes”. This form of culture
focuses primarily on the definition and
specialization of workers. In other words,
the procedures and rules that set out the
job description, which is more critical than
the person who fills the role, govern work
(Harrison, 1993).
DIMENSIONS OF ORGANIZATIONAL
CULTURE
The achievement-oriented culture is
described by Harrison and Stokes
(1992) as “the aligned culture that
lines people up behind a shared vision
or purpose”. The culture of
accomplishment is also referred to as
the mission culture, which includes the
focus of the organizational participant
on realizing the organization's defined
goal and objectives.
DIMENSIONS OF ORGANIZATIONAL
CULTURE
The support-oriented cultural component
differs from the achievement-oriented
culture that emphasizes teams, since it
supports people as the organization's
central point. Harrison and Stokes (1992)
describe the culture of support as an
“organizational atmosphere centered on
reciprocal trust between the person and
the organization”.
HOW ORGANIZATIONAL CULTURE
DEVELOPS
The values and norms that are the basis of culture
are formed in four ways; first, by the leaders in the
organization, especially those who have shaped it in
the past. Schein (1990), indicates that people
identify with visionary leaders – how they behave
and what they expect. They note what such leaders
pay attention to and treat them as role models.

Second, as Schein also points out, culture is formed


around critical incidents – important events from which
lessons are learnt about desirable or undesirable behavior.
HOW ORGANIZATIONAL CULTURE
DEVELOPS

Third, as suggested by Furnham and Gunter (1993),


culture develops from the need to maintain effective
working relationships among organization members,
and this establishes values and expectations.

Finally, culture is influenced by the


organization’s environment. The external
environment may be relatively dynamic or
unchanging.
HOW AND WHY DOES
ORGANIZATIONAL CULTURE CHANGE

Organizational culture is not stagnant.


Members of an organization develop a
shared belief around “what right looks
like” as they interact over time and
learn what yields success and what
doesn’t. When those beliefs and
assumptions lead to less than successful
results, the culture must evolve for the
organization to stay relevant in a
changing environment.
HOW AND WHY DOES
ORGANIZATIONAL CULTURE CHANGE

Changing organizational culture is not


an easy undertaking. Employees often
resist change and can rally against a
new culture. Thus, it is the duty of
leaders to convince their employees of
the benefits of change and show
through collective experience with new
behaviors that the new culture is the
best way to operate to yield success.
COMPONENTS OF ORGANIZATIONAL
CULTURE
Organizational culture can be
described in terms of:

Values Artefacts
Management
Norms
Style
COMPONENTS OF ORGANIZATIONAL
CULTURE
Values are beliefs in what is best or
good for the organization and what
should or ought to happen. The
‘value set’ of an organization may
only be recognized at top level, or it
may be shared throughout the
business, in which case it could be
described as ‘value-driven’.
COMPONENTS OF ORGANIZATIONAL
The stronger the values the more they
CULTURE
will influence behavior. This does not
depend upon their having been
articulated. Implicit values that are
deeply embedded in the culture of an
organization and are reinforced by the
behavior of management can be highly
influential, while espoused values that
are idealistic and are not reflected in
managerial behavior may have little or
no effect. When values are acted on,
COMPONENTS OF ORGANIZATIONAL
CULTURE
NormsCOMPONENTS OF ORGANIZATIONAL
are the unwritten rules of behavior,
CULTURE
the ‘rules of the game’ that provide
informal guidelines on how to behave.
Norms tell people what they are supposed
to be doing, saying, believing, even
wearing. They are never expressed in
writing – if they were, they would be
policies or procedures. They are passed on
by word of mouth or behavior and can be
enforced by the reactions of people if they
are violated. They can exert very powerful
pressure on behavior because of these
reactions – we control others by the way
COMPONENTS OF ORGANIZATIONAL
CULTURE
COMPONENTS OF ORGANIZATIONAL
CULTURE
COMPONENTS
Artefacts OF ORGANIZATIONAL
are the visible and tangible
CULTURE
aspects of an organization that people
hear, see, or feel and which contribute to
their understanding of the organization’s
culture. Artefacts can include such things
as the working environment, the tone and
language used in e-mails, letters or
memoranda, the manner in which people
address each other at meetings, in e-mails
or over the telephone, the welcome (or
lack of welcome) given to visitors, and the
way in which telephonists deal with
outside calls. Artefacts can be very
COMPONENTS OF ORGANIZATIONAL
CULTURE
Management style is the approach
managers use to deal with people. It is
also called ‘leadership style’. As
defined, it consists of the following
extremes:
• charismatic/non-charismatic;
• autocratic/democratic;
• enabler/controller; and
• transactional/transformational.
HOW AND WHY DOES ORGANIZATIONAL
CULTURE CHANGE
Cummings & Worley (2004) proposed six
guidelines for culture change:
Modify the organization
Formulate a clear to support organizational
strategic vision. change.
Display top- Select and socialize
management newcomers and
terminate deviants.
commitment.
Model culture Develop ethical
change at the and legal
highest level. sensitivity.
FUNCTIONS OF ORGANIZATIONAL
CULTURE
The following roles of organizational
culture are mentioned by Brown (1998):

Reduction of
Conflict Reduction
Uncertainty
Coordination and
Motivation
Control
Competitive
Advantage
FUNCTIONS OF ORGANIZATIONAL
CULTURE
In addition, Martins and Martins (2003)
also mention the following as functions of
organizational culture:
It facilitates
It has a boundary-
commitment to
defining role.
something larger.
It conveys a sense It enhances social
of identity. system stability.
It serves as a
meaningful control
mechanism.
REFERENCES
• Brown, A. (1998). Organizational Culture. Prentice Hall.

• Cummings, T. G. & Worley, C. G. (2004), Organization Development and Change, 8th Ed., SouthWestern College Pub.

• Deal, T. & Kennedy, A. (1982) Corporate Cultures, Addison-Wesley, Reading, MA.

• Eldridge, J. & Crombie, A. (1974) The Sociology of Organizations, Allen & Unwin, London.

• Furnham, A. & Gunter, B. (1993) Corporate Assessment, Routledge, London.

• Hampden-Turner, C. (1990) Corporate Culture, from vicious to virtuous cycles, London: The Economist Books Ltd.

• Harrison, R. & Stokes, H. (1992). Diagnosing Organisational Culture. New York: Pfeiffer and Company.

• Harrison, C. (1993), Organisational Culture, Blagdon, Mendip Papers.

• Martins, P. & Martins, J. L. (2003) Culture and performance. New York: Free Press.

• Schein, E. H. (1985) Organizational Culture and Leadership, Jossey-Bass, San Francisco, CA.

• Schein, E. H. (1990) Organizational culture, American Psychologist, 45, pp 109–19.


WESLEYAN UNIVERSITY-PHILIPPINES
Cabanatuan City
GRADUATE SCHOOL

ORGANIZATIONAL STUDIES (PMEL 304)

MARK CLESTER A. RUFINO


Lecturer

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