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Organization Culture

Organizationculturerepresentsacomplexsetofbeliefs, expectations,ideas,values,attitudes,sharedbythemembersofan organizationthatevolveovertime. Organizationcultureincludes: Routinewaysofcommunicating,suchasorganizationalrituals andceremoniesandthelanguagecommonlyused. Thenormssharedbytheindividualsandteamsthroughoutthe organization.(e.g.noreserveparking) Thedominantvalueheldbytheorganization(productquality) Thephilosophyofthemanagement. Therulesofthegameforgettingalongintheorganization. Thefeelingorclimateconveyed.(e.g.physicallayout,interactions etc.)

LayersofOrganisationCulture

CulturalSymbols SharedBehaviours CulturalValues SharedAssumptions

CulturalSymbolsarewords,gesturesandpictureorotherphysical objectsthatcarryaparticularmeaningwithinaculture.

SharedBehavioursarenormsintheorganisationwhicharemorevisible andsomewhateasiertochangethanvalues. CulturalValuesrepresentscollectivebeliefs,assumptionsandfeelings aboutwhatthingsaregood,normal,rational.Andvaluable.

SharedAssumptionsrepresentbasicbeliefsaboutreality,human nature,andthewaythingsshouldbedone.

FormingaCulture
Anorganisationalcultureformsinresponseto twomajorchallengesthatconfrontevery organisation.Theyare: vExternaladaptationandsurvival vInternalIntegration

FormingaCulture Externaladaptationandsurvival Thisinvolvesaddressingthefollowingissues: MissionandStrategy:identifyingprimarypurposeandselectingstartegies. Goals:Settingspecifictargets. Means:Determininghowtopursuethegoals. Measurement:Establishingcriteriatodeterminehowwellindividuals, teamsaccomplishthegoals.

FormingaCulture InternalIntegration Internalintegrationinvolvesaddressingthefollowingissues: Languageandconcepts:Identifyingmethodsofcommunicationand developingasharedmeaningforimportantconcepts. Groupandteamboundaries:Establishingcriteriaformembershipin groupsandteams. Powerandstatus:determiningtherulesofacquiring,maintainingand loosepowerandstatus. rewardsandpunishments:developingsystemsforencouragingdesirable behaviouranddiscouragingundesirablebehaviour.

ethodofMaintainingOrganisationalCulture
MethodsofMaintainingOrganizationalCulture: Whatmanagersandteampayattentionto Reactionstoorganizationalcrises Managerialrolemodeling Criteriaforrewards Criteriaforselectionandpromotion Organizationalrites,ceremonies,stories

Recruitmentof Employeewho fittheculture

Organizational Culture

Removalof Employeewho Deviatefrom theculture

TypesofOrganisationCulture
BureaucraticCulture ClanCulture EntrepreneurialCulture MarketCulture

BureaucraticCulture
Anorganisationthatvaluesformality,rules,standardoperating procedures,andhierarchicalcoordinationhasabureaucraticculture. concernsofabureaucraticcultureare: predictability efficiencyand stability Mangersviewtheirroleasbeingcoordinatorsandenforceswrittenrules andstandards. Tasks,responsibilities,andauthorityareclearlydefined. Employeesbelievethattheygobythebookasrulesandprocessare clearlydefinedinthemanual..

ClanCulture
Tradition,Loyalty,personalcommitmentextensivesocialization,teamwork, selfmanagement,andsocialinfluenceareattributesofclanculture. Itsmemberrecogniseanobligationbeyondthesimpleexchangeoflabourfor asalary.Theyunderstandthatcontributiontotheorganisationmayexceed anycontractualagreement.Longtermsecurityisgiventotheemployeein exchangeofhisloyalty. Aclancultureachievesunitythroughsocialisationprocess.Theserveasa mentorsandrolemodelsofitsnewmembers. Theyhaveprideinmembershipandstrongsenseofidentificationand recognisetheircommonfateintheorganisation. Aclanculturegeneratesfeelingsofpersonalownershipofabusiness,a productoranidea.

EntrepreneurialCulture
ThecharacteristicsofEntrepreneurialcultureare: highlevelrisktaking dynamism creativity experimentation innovation Thisculturedonotreacttochangesintheenvironmentitcreatschange. Theyaremostlysmalltomidsizedcompanies.

MarketCulture
Itscharacteristicsare: achievementofmeasurableanddemandinggoals harddrivingcompetitiveness Profitorientation Inthisculturerelationbetweenindividualandorganisationis contractual. Theindividualisresponsibleforsomelevelofperformance. Organisationpromisessomelevelofawardinreturn. Thereisnopromiseofsecurity Interactionbetweensuperiorandsubordinatesarelargelyonnegotiating performanceandrewardagreements. Itisoftentiedtomonthly,quarterlyannualperformancegoalbased profits.

FrameworkofTypesofCultures
Flexible

FormalControlOrientation

CLAN CULTURE

ENTREPRENEURIAL CULTURE

BUREAUCRATIC CULTURE

MARKET CULTURE

Stable Internal External

FormsofAttention

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