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Organizational culture comprises the attitudes, values, beliefs, norms and customs of an organization. Whereas organizational structure is relatively easy to draw and describe, organizational culture is considered to be less tangible and more difficult to measure. This article is about the psychological term attitude. ...
Value is a term that expresses the concept of worth in general, and it is thought to be connected to reasons for certain practices, policies or actions. ...
Belief is assent to a proposition. ...
The word norm coming from the latin word norma which means angle measure or (lawlike) rule, has a number of meanings: A social or sociological norm; see norm (sociology). ...
Jump to: navigation, search Customs duty is a tariff or tax on the import or export of goods. ...
An organization (U.S. spelling) or organisation (U.K. spelling) is a formal group of people with one or more shared goals. ...
Jump to: navigation, search Organizational structure is the way in which the interrelated groups of an organization are constructed. ...
Look up Culture on Wiktionary, the free dictionary Wikinews has news related to this article: Culture and entertainment Dictionary of the History of Ideas: Cultural Development in Antiquity Dictionary of the History of Ideas: Culture and Civilization in Modern Times Classificatory system for cultures and civilizations, by Dr. Sam Vaknin...
There have been numerous studies in this area.
Influences on organizational culture National culture is an important influence in culture. Geert Hofstede demonstrated that there are regional differences, and the following broad categories are suggested for Europe: Jump to: navigation, search Geert Hofstede is an influential expert on the interactions between national cultures and organizational cultures, author of several books including Cultures Consequences (2nd, fully revised edition, 2001) and Software of the Mind. ...
- Germanic
- Scandinavian
- Anglo-Saxon
- Latin
The members of the organization bring their own individual experiences, beliefs and values.
Work-groups within the organization have their own behavioral quirks and interactions which, to an extent, affects the whole system.
Task culture can be imported. That is to say, computer technicians will have expertise, language and behaviors gained independently of the organization that set them apart from their colleagues, but their mere presence can influence the culture of the organization.
Senior management may determine a Corporate Culture. They may wish to impose corporate values and standards of behavior that specifically reflect the objectives of the organization.
Strong/Weak cultures Strong culture is said to exist where staff respond to stimulus because of their alignment to organizational values.
Conversely, there is Weak Culture where there is little alignment with organizational values and control must be exercised through extensive procedures and bureaucracy.
Where culture is strong - people do things because they believe it is the right thing to do - there is a risk of another phenomenon, Groupthink. This is a state where people think so alike that they do not challenge organizational thinking, and there is a reduced capacity for innovative thought. This could occur, for example where there is heavy reliance on a central charismatic figure in the organization, or where there is an evangelical belief in the organization’s values.
By contrast, bureaucratic organizations may miss opportunities for innovation, through reliance on established procedures.
Innovative organizations need individuals who are prepared to challenge the status quo - be it groupthink or bureaucracy, and also need procedures to implement new ideas effectively.
Classifying organizational culture Several methods have been used to classify organizational culture. Some are described below:
Hofstede Hofstede demonstrated that there are national and regional cultural groupings that affect the behavior of organizations. Geert Hofstede is an influential expert on the interactions between national cultures and organizational cultures, author of several books including Cultures Consequences (2nd, fully revised edition, 2001) and Software of the Mind. ...
Hofstede identified five characteristics of culture in his study of national influences:
- Power distance - The degree to which a society expects there to be differences in the levels of power. A high score suggests that there is an expectation that some individuals wield larger amounts of power than others. A low score reflects the view that all people should have equal rights.
- Uncertainty avoidance reflects the extent to which a society accepts uncertainty and risk.
- individualism vs. collectivism - individualism is contrasted with collectivism, and refers to the extent to which people are expected to stand up for themselves, or alternatively act predominantly as a member of the group or organization.
- Masculinity vs. femininity - refers to the value placed on traditionally male or female values. Male values for example include competitiveness, assertiveness, ambition, and the accumulation of wealth and material possessions.
- Long vs. short term orientation
Power distance is a cultural index derived by sociologist Geert Hofstede. ...
Uncertainty avoidance is a cultural index derived by Dutch sociologist Geert Hofstede. ...
Jump to: navigation, search Individualism is a political and social philosophy, which emphasizes individual liberty, belief in the primary importance of the individual, and in the virtues of self-reliance and personal independence. Individualism embraces opposition to authority (except for other individualists, which are worshipped as heroes), and to all...
Collectivism, in general, is a term used to describe a theoretical or practical emphasis on the group, as opposed to (and seen by many of its opponents to be at the expense of) the individual. ...
Deal and Kennedy Deal and Kennedy defined organizational culture as the way things get done around here. They measured organizations in respect of: - Feedback - quick feedback means an instant response. This could be in monetary terms, but could also be seen in other ways, such as the impact of a great save in a soccer match.
- Risk - represents the degree of uncertainty in the organization’s activities.
Using these parameters, they were able to suggest four classifications of organizational culture:
The Tough-Guy Macho Culture. Feedback is quick and the rewards are high. This often applies to fast moving financial activities such as brokerage, but could also apply to policemen or women, or athletes competing in team sports. This can be a very stressful culture in which to operate.
The Work Hard/Play Hard Culture is characterized by few risks being taken, all with rapid feedback. This is typical in large organizations, which strive for high quality customer service. It is often characterized by team meetings, jargon and buzzwords.
The Bet your Company Culture, where big stakes decisions are taken, but it may be years before the results are known. Typically, these might involve development or exploration projects, which take years to come to fruition, such as oil prospecting or military aviation.
The Process Culture occurs in organizations where there is little or no feedback. People become bogged down with how things are done not with what is to be achieved. This is often associated with bureaucracies. Whilst it is easy to criticize these cultures for being over cautious or bogged down in red tape, they do produce consistent results, which is ideal in, for example, public services.
Charles Handy Handy (1985) popularized a method of looking at culture which some scholars have used to link organizational structure to Organizational Culture. He describes: Jump to: navigation, search 1985 is a common year starting on Tuesday of the Gregorian calendar. ...
Jump to: navigation, search Organizational structure is the way in which the interrelated groups of an organization are constructed. ...
- a Power Culture which concentrates power in a few pairs of hands. Control radiates from the center like a web. Power Cultures have few rules and little bureaucracy; swift decisions can ensue.
- In a Role Culture, people have clearly delegated authorities within a highly defined structure. Typically, these organizations form hierarchical bureaucracies. Power derives from a person's position and little scope exists for expert power.
- By contrast, in a Task Culture, teams are formed to solve particular problems. Power derives from expertise so long as a team requires expertise. These cultures often feature the multiple reporting lines of a matrix structure.
- A Person Culture exists where all individuals believe themselves superior to the organization. Survival can become difficult for such organizations, since the concept of an organization suggests that a group of like-minded individuals pursue the organizational goals. Some professional partnerships can operate as person cultures, because each partner brings a peculiar expertise and clientele to the firm.
Sociologists usually define power as the ability to impose ones Will on others, even if those others resist in some way. ...
Bureaucracy is a concept in sociology and political science. ...
A team comprises any group of people or animals linked in a common purpose. ...
Matrix Management is a type of management used by some large organizations. ...
Elements of culture Johnson (1988) described a cultural web, identifying a number of elements that can be used to describe or influence Organizational Culture: Jump to: navigation, search 1988 is a leap year starting on a Friday of the Gregorian calendar. ...
- The Paradigm: What the organization is about; what it does; its mission; its values.
- Control Systems: The processes in place to monitor what is going on. Role cultures would have vast rulebooks. There would be more reliance on individualism in a power culture.
- Organizational Structures: Reporting lines, hierarchies, and the way that work flows through the business.
- Power Structures: Who makes the decisions, how widely spread is power, and on what is power based?
- Symbols: These include the logos and designs, but would extend to symbols of power, such as car parking spaces and executive washrooms!
- Rituals and Routines: Management meetings, board reports and so on may become more habitual than necessary.
- Stories and Myths: build up about people and events, and convey a message about what is valued within the organization.
These elements may overlap. Power structures may depend on control systems, which may exploit the very rituals that generate stories.
Figures in organizational culture John Kotter is a professor of organizational behaviour and human resources management at Harvard University. ...
Edgar H. Schein (born 1928), a professor at the MIT Sloan School of Management has had a notable mark on the field of organizational development in many areas, including career development, group process consultation, and organizational culture. ...
Jump to: navigation, search Geert Hofstede is an influential expert on the interactions between national cultures and organizational cultures, author of several books including Cultures Consequences (2nd, fully revised edition, 2001) and Software of the Mind. ...
Fons Trompenaars, PhD. Author of Riding the Waves of Culture, Seven Cultures of Capitalism, Building Cross-Cultural Competence and 21 Leaders for the 21st Century. ...
Sources Kotter, John. 1992 Corporate Culture and Performance, Free Press; (April 7, 1992) ISBN 0029184673 Jump to: navigation, search 1992 was a leap year starting on Wednesday. ...
Johnson, G. (1988) "Rethinking Incrementalism", Strategic Management Journal Vol 9 pp75-91 Jump to: navigation, search 1988 is a leap year starting on a Friday of the Gregorian calendar. ...
Hofstede, G. (1980) Culture's Consequences: International Differences in Work Related Values, Beverley Hills, CA, Sage Publications Jump to: navigation, search 1980 is a leap year starting on Tuesday. ...
Handy, C.B. (1985) Understanding Organizations, 3rd Edn, Harmondsworth, Penguin Books Jump to: navigation, search 1985 is a common year starting on Tuesday of the Gregorian calendar. ...
Deal T. E. and Kennedy, A. A. (1982) Corporate Cultures: The Rites and Rituals of Corporate Life, Harmondsworth, Penguin Books. Jump to: navigation, search 1982 is a common year starting on Friday of the Gregorian calendar. ...
Black, Richard J. (2003) Organisational Culture: Creating the Influence Needed for Strategic Success, London UK, ISBN 158112211X Jump to: navigation, search 2003(MMIII) is a common year starting on Wednesday of the Gregorian calendar. ...
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