Creating Social
Reality:
Organizations As
Cultures
soe them as
gies, and bel
18 We see important cross-national
1 We see that individual organizations may a heir own unique
flection
wn rests in the shared meanings that allow
‘organized ways.EVER SINCE THE RISE OF JAPAN asa leading industrial pow
ike have become increasingly aware ofthe
ship between culture and management.
‘During the 1960, the confidence and impact of American manage-
‘but with increasing force,
no energy and over
isislands, Japan suc
rl of unemploy
phyed a mi
1980s and early 1990s, prompcing Western management
inure and character of cheit ew countries and the
“The word derives metaphor rom the idea of culciva
ling and developing land. When we talk about culture we are
ing to the pattetn of development reflected in
today ritual. The w
In our purs
1 explore the idea thar orga phenomenon that
to a society’s stage of development,
fs from one society zo another and
rand ctoss-nation: i in
CREATING SOCIAL REALITY, #153
ture are created and sus-
ake a detailed look at how patterns of
tained and how organizations are socially co
ORGANIZATION AS A CULTURAL PHENOMENON
Robert Presthus suggests that we now live in ano
for Canada, large organi
waking hours in a way th
h Am:
of culture rest in the obvious.
For example, why do so many people
around
it concepts of work and leisure,
ve or six days a week,
lia beliefs cou
when compared
n more traditional societies. For example,
ather chan formal organizations are the
drawn berween occupational act
to be far more blurred,
Ina sense, we can say that people working infact
‘Moscow, Liverpool, Pars, Tokyo, and Toronto
1 “industcial culture.” They
shate basic expectations and si
day-to-day basis.1g + cnanven eave
Many of the major
in the world coday ae occupational
differences associated with being a fa
4 goverment offal, banker aaa oy
worker being as significant as
ae 1g a8 Significant as those associated wi
tare of industri
phenomenon,
INTERNATIONAL DIFFERENCES IN ORGANIZATION AND
01
as fashioned ma
of the meaning of
"ees and their organizations, we find
ieee thac they are very different fromm
Japan: & culture of cooperation and sence
‘The Japanese organization is viewed as collect
belong
to which employ-
1 Separate individ-
ic ofa village or commune often pervades
wk gins ante cater nee
lence, shared concerns, and mutual help. Employees fequently make
theie organization, which they see as an
lations are ofien paternalistic
rong links evist benween the
efit ofthe individu, the corporation, tad the nadon a Me
‘one of Japan’ largest and mo ful
sho successful corporations, these
es permeate company philosophy (ex
an expert on Japan, offers an
wing theory of
He believes thar
MATSUSHITA’S BASIC BUSINESS PRINCIPLES
‘To cecognize ou espons industcialiss, to foster progres, (0 pro-
mote the general welfare of aciey and fo devote ourselies to the further devel
‘opment of world culture
EMPLOYEES" CREED
Progress and development can be selized only through the combined
forts and cooperation ofeach member of our Company, Each of us the
idea constantly in mind ss we devore ourselves 10 the contin
ravement of our Company.
‘THE SEVEN “SPIRITUAL” VALUES,
National S
Faimess
ice through Industry
Harmony and Cooperation
Adjustment and
ioude
“These vale, taken co heat, provide a spiritual fabric of great
‘They foster force that
the cade of val
from R Pascale and A
10.79, 75-76, O1981, Warner Rooks
Company philosophy
[thon The Are of fapanine Mana
Japanese organizations combine the ct
ice of the samurai. Whereas
lace accounts for
cial for understanding solidarity in che factory
dof management and for the patern of intr
many characteris
jons thar has played such a crucial
organizational
Rice groving in Japan has
because of the scarcity of land and th
rospoct, the process of building 2 «i
been 2 preca
season. In
appears 0
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