Week22_Organisational Culture Presentation

7/28/2019 Week22_Organisational Culture Presentation

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SHR007-2

Leadership and Management

Organisational Culture

Pauline Loewenberger


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Scheins Teamworking Model

Individual

Skills

Task

Skills

Team

Skills

Organizational Structure Organizational Culture

Power in Organizations


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Organizational Culture

What is organisational culture?

The way we do things around here

Why is it important?

How can we measure it?

What culture do we want?


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:

1. What is Culture?

Culture is the collective values,

assumptions, beliefs and paradigms

that create the expected and

accepted behaviors of the

organization.


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What is Culture? Why is it Important?

Culture is elusive

based on hidden assumptions

people are often the last to know

Culture is learned

members learn to cope with threat

where things which seem to work

Culture may well be out of date

activities may now be irrelevant

Culture can be a brake on change

strong cultures demand enormous energy and time tochange


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1. Culture is learned and acquired. Not all things shared generally by a

population are cultural-for it to be considered cultural it must be first

learned as well as shared.

2. Culture is shared and transmitted. Culture is passed on to succeeding

generations primarily through Language/ Communication.

3. Culture is social. Product develops by many people interacting in a

group. No man is an island; he is always a part of a group.

4. Culture is ideational. Culture uses ideas and symbols to give meanings

to his environment and experiences. Every individual sees and

approaches his world according to standpoint of his culture.

5. Culture gratifies human needs.

6. Culture is adaptive.

7. Culture is cumulative. People are able to retain certain features of their

culture that are significant.

CHARACTERISTICS OF CULTURE


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Why is Culture Important? 2

Culture can be used to control

individuals

This is much cheaper than anorganisation structure

Therefore, change the culture and we

can dispense with middle

management

Hmm. Good if you can get it


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Analysing Cultures

If this organisation was an animal,

what would it be?

Motor vehicle? Meal? Musical instrument?

What do you have to do to get fired

around here?

What do you have to do to get

promoted around here?


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Organizational Culture Structure:

Edgar H. Scheins (1985) Model


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Power Culture

Entrepreneurial

Control through key individuals Little bureaucracy

Able to move and react quickly

Charles Handys Zeus

The chief god

Showers of gold and thunderbolts!

Handys types of culture


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Role Culture

Based on procedures and pre-defined

roles

Stereotype bureaucracy

Slow to react and change

Operates in stable environments

Charles Handys Appollo

The god of logic and reason


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Task Culture

Job or project orientated

Match people with tasks

Get the job done mentality

Individuals exercise control over their jobs

Judgment/reward by results

Adaptable culture

Charles Handys Athena

The warrior goddess. Odysseus was her favourite


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People Culture

Quality of work is paramount

Individuals are craftsmen They can achieve their purposes

Think of a group medical practice,

or of architects CharlesHandys Dionysus

God of the individual, of the free spirit


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Fons Trompenaars (1994)


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International Cultures

The work of Hofstede

Two dimensions:

Uncertainty avoidance

Power distance

These dimensions lead to anInternational Map


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Five major

dimensions of country cultures

Hofstede (1980, 2001)


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International Cultures

power distance index

small power distance,

weak uncertainty avoidance

(village market)

large power distance,

weak uncertainty avoidance

(family)

large power distance,

strong uncertainty avoidance

(pyramid of people)

small power distance,

strong uncertainty avoidance

(well-oiled machine)


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Two more dimensions of Hofstedes

work

Individualism Focus on themselves and family rather than

society in general

Masculinity

Achievement vs caring

Week22_Organisational Culture Presentation

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