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Assingnment in Organization Culture

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Organization culture

1.

What is organization culture ?

Organizational culture

is an idea in the field of Organizationalstudiesandmanagementwhich describes the psychology,

attitudes, experiences, beliefs andvalues (personal and cultural values) of an organization. It has been
defined as "the specificcollection of values and norms that are shared by people and groups in an
organization andthat control the way they interact with each other and withstakeholdersoutside
theorganization

organizational values

also known as "beliefs and ideas about what kinds of goals membersof an organization should pursue
and ideas about the appropriate kinds or standards of behavior organizational members should use to
achieve these goals. From organizationalvalues develop organizational norms, guidelines or expectations
that prescribe appropriatekinds of behavior by employees in particular situations and control the
behavior of organizational members towards one another.Organizational culture is not the same as

corporate culture

. It is wider and deeper concepts,something that an organization 'is' rather than what it 'has' (according
to Buchanan andHuczynski)

Organizational behaviour: an introductory text" A Huczynski, DA Buchanan -2007 - Financial

Times/Prentice Hall}.They may wish to impose corporate values and standards of behavior that
specifically reflectthe objectives of the organization. In addition, there will also be an extant internal
culturewithin the workforce. Work-groups within the organization have their own behavioral quirksand
interactions which, to an extent, affect the whole system. Roger Harrison's four-culturetypology, and
adapted by Charles Handy, suggests that unlike organizational culture,corporate culture can be
'imported'. For example, computer technicians will have expertise,language and behaviors gained
independently of the organization, but their presence caninfluence the culture of the organization as a
whole

The Blame culture

This culture cultivates distrust and fear, people blame each other to avoid being reprimanded or put
down, this results in no new ideas or personal initiative because peopledon’t want to risk being wrong.

Multi-directional culture

This culture cultivates minimized cross-departmentcommunication and cooperation. Loyalty is only to

specific groups (departments). Each department

becomes a clique and is often critical of other departments which in turn creates lots of gossip. Thelack
of cooperation and Multi-Direction is manifested in the organization's inefficiency.

Live and let live culture

This culture is Complacency, it manifests Mental Stagnation and LowCreativity. People here have little
future vision and have given up their passion. There is averagecooperation and communication, and
things do work, but they do not grow. People have developedtheir personal relationships and decided
who to stay away from, there is not much left to learn.

Brand congruent culture

People in this culture believe in the product or service of theorganization, they feel good about what
their company is trying to achieve and cooperate to achieveit. People here are passionate and seem to
have similar goals in the organisation. They use personalresources to actively solve problems and while
they don’t always accept the actions of managementor others around them, they see their job as
important. Most everyone in this culture is operating atthe level of Group.

Leadership enriched culture

People view the organization as an extension of themselves,they feel good about what they personally
achieve through the organization and have exceptionalCooperation. Individual goals are aligned with the
goals of the organization and people will do whatit takes to make things happen. As a group, the
organization is more like family providing personalfulfillment which often transcends ego so people are
consistently bringing out the best in each other.In this culture, Leaders do not develop followers, but
develop other leaders. Most everyone in thisculture is operating at the level of Organization.Carmazzi's
model requires application of his Directive Communication psychology to evolve theculture. While the
idea of having a Leadership Enriched organization is inspirational, it wouldrequire substantial Leadership
resources to develop. The concept of Evolving the culture assumesthat "Every Individual in the
organization wants to do a good job", and the behaviours that result in poor performance are
manifestations of psychology the group or organization has created through policies, leadership and
poor communication.

Strong/weak culturesStrong culture

is said to exist where staff respond to stimulus because of their alignment toorganizational values. In
such environments, strong cultures help firms operate like well-oiledmachines, cruising along with
outstanding execution and perhaps minor tweaking of existing procedures here and there.

[3]

Conversely, there is

weak culture

where there is little alignment with organizational values andcontrol 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 arisk of another phenomenon,Groupthink . "Groupthink" was
described by Irving L. Janis. He definedit as "...a quick and easy way to refer to a mode of thinking that
people engage when they are deeply

involved in a cohesive ingroup, when members' strivings for unanimity override their motivation
torealistically appraise alternatives of action." This is a state where people, even if they have
differentideas, do not challenge organizational thinking, and therefore there is a reduced capacity for
innovative thoughts. This could occur, for example, where there is heavy reliance on a
centralcharismatic figure in the organization, or where there is an evangelical belief in the
organization’svalues, or also in groups where a friendly climate is at the base of their identity (avoidance
of conflict). In fact group think is very common, it happens all the time, in almost every group.Members
that are defiant are often turned down or seen as a negative influence by the rest of thegroup, because
they bring conflict.Innovative organizations need individuals who are prepared to challenge the status
quo—be itgroupthink or bureaucracy, and also need procedures to implement new ideas effectively.

Deal and Kennedy

Deal and Kennedy

[5]

defined organizational culture as

the way things get done around here

. Theymeasured 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.

isk

- 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 a police force, or athletes competing in team sports. This can be a
very stressful culture in which tooperate.


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 qualitycustomer service. It is often characterized by team meetings, jargon and
buzzwords

The Bet your Company Culture

, where big stakes decisions are taken, but itmay 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 militaryaviation.

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 isoften associated with bureaucracies. While it is
easy to criticize these cultures for being overlycautious or bogged down in red tape, they do produce
consistent results, which is ideal in, for example, public services.

Organizational culture and change

There are a number of methodologies specifically dedicated to organizational culture change

suchasPeter Senge’s

Fifth Discipline

andArthur F Carmazzi's

Directive Communication.

These are also avariety of psychological approaches that have been developed into a system for specific
outcomessuch as the
Fifth Discipline’s

“learning organization” or

Directive Communication’s

“corporateculture evolution.” Ideas and strategies, on the other hand, seem to vary according to
particular influences that affect culture.Burman and Evans (2008) argue that it is 'leadership'that affects
culture rather than 'management',and describe the difference

[9]

. When one wants to change an aspect of the culture of an organizationone has to keep in consideration
that this is a long term project. Corporate culture is something that isvery hard to change and
employees need time to get used to the new way of organizing. For companies with a very strong and
specific culture it will be even harder to change.Cummings & Worley (2005, p. 491 – 492) give the
following six guidelines for cultural change,these changes are in line with the eight distinct stages
mentioned by Kotter (1995, p. 2)3:1. Formulate a clear strategic vision (stage 1,2 & 3 of Kotter, 1995, p.
2)In order to make a cultural change effective a clear vision of the firm’s new strategy, sharedvalues and
behaviours is needed. This vision provides the intention and direction for the culturechange (Cummings
& Worley, 2005, p.490).2. Display Top-management commitment (stage 4 of Kotter, 1995, p. 2)It is very
important to keep in mind that culture change must be managed from the top of the organization, as
willingness to change of the senior management is an importantindicator (Cummings & Worley, 2005,
page 490). The top of the organization should bevery much in favour of the change in order to actually
implement the change in the rest of the organization. De Caluwé & Vermaak (2004, p 9) provide a
framework with fivedifferent ways of thinking about change.3. Model culture change at the highest level
(stage 5 of Kotter, 1995, p. 2)In order to show that the management team is in favour of the change, the
change hasto be notable at first at this level. The behaviour of the management needs tosymbolize the
kinds of values and behaviours that should be realized in the rest of thecompany. It is important that the
management shows the strengths of the currentculture as well, it must be made clear that the current
organizational does not needradical changes, but just a few adjustments. (See for more: (Deal &
Kennedy, 1982;Sathe, 1983; Schall; 1983; Weick, 1985; DiTomaso, 1987)4. Modify the organization to
support organizational change

The fourth step is to modify the organization to support organizational change.5. Select and socialize
newcomers and terminate deviants (stage 7 & 8 of Kotter, 1995, p. 2)A way to implement a culture is to
connect it to organizational membership, people can be selected and terminate in terms of their fit with
the newculture (Cummings & Worley, 2005, p. 491).6. Develop ethical and legal sensitivityChanges in
culture can lead to tensions between organizational and individual interests,which can result in ethical
and legal problems for practitioners. This is particularlyrelevant for changes in employee integrity,
control, equitable treatment and job security(Cummings & Worley, 2005, p. 491).Change of culture in
the organizations is very important and inevitable. Cultureinnovations is bound to be because it entails
introducing something new and substantiallydifferent from what prevails in existing cultures. Cultural
innovation

[10]

is bound to bemore difficult than cultural maintenance. People often resist changes hence it is the
dutyof the management to convince people that likely gain will outweigh the losses.
Besidesinstitutionalization, deification is another process that tends to occur in stronglydeveloped
organizational cultures. The organization itself may come to be regarded as precious in itself, as a source
of pride, and in some sense unique. Organizational members begin to feel a strong bond with it that
transcends material returns given by theorganization, and they begin to identify with in. The
organization turns into a sort of clan.

Entrepreneurial culture

Stephen McGuire

[11]

defined and validated a model of organizational culture that predictsrevenue from new sources. An
Entrepreneurial Organizational Culture (EOC) is a systemof shared values, beliefs and norms of members
of an organization, including valuingcreativity and tolerance of creative people, believing that innovating
and seizing marketopportunities are appropriate behaviors to deal with problems of survival and
prosperity,environmental uncertainty, and competitors’ threats, and expecting organizationalmembers
to behave accordingly.

Elements of Entrepreneurial Culture

People and enpowerment focused

Value creation through innovation and change

Attention to the basics

Hands-on management


Doing the right thing

Freedom to grow and to fail

Commitment and personal responsibility

Emphasis on the future

[12]

Critical views

Writers fromCritical management studieshave tended to express skepticism about thefunctionalist and
unitarist views of culture put forward by mainstream management thinkers.Whilst not necessarily
denying that organizations are cultural phenomena, they would stress theways in which cultural
assumptions can stifle dissent and reproduce management propaganda andideology. After all, it would
be naive to believe that a single culture exists in all organizations, or that cultural engineering will reflect
the interests of all stakeholders within an organization. Inany case, Parker

[13]

has suggested that many of the assumptions of those putting forward theoriesof organizational culture
are not new. They reflect a long-standing tension between cultural andstructural (or informal and
formal) versions of what organizations are. Further, it is perfectlyreasonable to suggest that complex
organizations might have many cultures, and that such sub-cultures might overlap and contradict each
other. The neat typologies of cultural forms found intextbooks rarely acknowledge such complexities, or
the various economic contradictions thatexist in capitalist organizations.One of the strongest and widely
recognised criticisms of theories that attempt to categorizeor 'pigeonhole' organizational culture is that
put forward by Linda Smircich. She uses themetaphor of a plant root to represent culture, describing
that it drives organizations rather thanvice versa. Organizations are the product of organizational
culture, we are unaware of how itshapes behaviour and interaction (also recognised through Scheins
(2002) underlyingassumptions) and so how can we categorize it and define what it is?

Organizational communication perspective on culture

The organizational communication perspective on culture is divided into three areas:



Traditionalism

Views culture through objective things such as stories, rituals,and symbols

Interpretivism

Views culture through a network of shared meanings(organization members sharing subjective

meanings)

Critical-Interpretivism

: Views culture through a network of sharedmeanings as well as the power struggles created by a similar
network of competing meanings

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