LECTURE PLAN
1. Organisations and culture 2. What is Organizational Culture 3. Organizational cultures functions 4. Creating & Sustaining Culture
Global trends increase the frequency and the degree to which individuals from different cultural backgrounds interact.
Perception of challenges to our societies that cannot be tackled by one government alone. Distribution of wealth fosters global migration. More wealth and leisure-time in some parts of the world result in global travel. Improved infrastructure, in particular communication and transport, ease the frequency of interactions. Global business: purchasing, production, and sales.
Organisations
organisation.
For instance, the need for achievement differs. Therefore, career prospects may not be an appropriate reward. Furthermore, individuals may differ with regard to their perception of control over their environment, and therefore, their ability to achieve something. Individuals from different cultural backgrounds may have different expectations with regard to job security, personal relations in the work-place etc.
when they:
Operate in multiple cultural contexts, i.e. purchase, produce or sell in different countries, or
Employ a diverse work-force.
Usually,
DEFINITIONS OF O.C.
Culture is the pattern of shared beliefs and values that give members of an institution meaning, and provide them with the rules of behaviour in their organization. (Davis, 1984,1).
group of people. The meanings are largely tacit among the members, are clearly relevant to a particular group, and are distinctive to the group. (Louis, 1985, 74). Culture is a loosely structured and incompletely shared system that emerges dynamically as cultural members experience each other, events, and the organizations contextual features. (In Martin,
2002).
Culture characteristics
Innovation and
risk taking Attention to detail Outcome orientation People orientation Team orientation Aggressiveness Stability
SCHEINS MODEL*
Three levels of culture Artefacts, Creations
Technology, Art
Visible and Audible behaviour patterns
Basic Assumptions
Relationships to the environment Nature of reality and truth Nature of human nature Nature of human activity Nature of human relationships
* Edgar Schein (1985) Organizational Culture and Leadership John Wiley and Sons.
Invisible
Preconscious
Demonstrate that
organizational objectives
are attainable
Most effective stories: Describe real people Assumed to be true Known throughout the organization
used to address people, describe clients, use phrases and metaphors as cultural
etc.
Leaders
symbols
e.g.. General Electrics grocery store
Language
Corporate values-IBM
Dedication
Innovation that
the world.
Trust
Subcultures
Minicultures within an organization, typically defined by department designations and geographical separation
Strong Culture
A culture in which the core values are intensely held and widely shared
Dysfunctional
Shared
a sense of
identity Facilitates the generation of commitment Enhances social system stability Sense-making and control mechanism
values do not agree with organizations effectiveness Environment is dynamic Entrenched culture in rapid change Hinders ability to respond to changes
Founders hire and keep only employees who think and feel the same way they do. Founders indoctrinate and socialize these employees to their way of thinking and feeling. The founders own behavior acts as a role model that encourages employees to identify with them and thereby internalize their beliefs, values, and assumptions.
Selection Concern with how well the candidates will fit into the organization Provides information to candidates about the organization Top Management Senior executives help establish behavioral norms that are adopted by the organization Socialization The process that helps new employees adapt to the organizations culture
E X H I B I T 174