Professional Documents
Culture Documents
REVIEW OF LITERATURE
Concepts of Culture
The formal and informal rule that have developed for getting a task
done.
kc Underlying Assumptions 1
Hierarchical model
Values: At the next level of culture are values. Values underlie and
to a large extent determine behaviour, but they are not directly observable,
as behaviours are. There may be a difference between stated and
operating values. People will attribute their behaviour to stated values.
Values represents a sense of 'what ought to be' based on convictions held
by certain key people. For example if an organization has a problem such
as high level of rejections in production or low sales, decisions might be
made to use high quality but more expensive raw materials or to advertise
more aggressively. These are seen originally as the decision maker's
values, which can be debated or questioned. Many of the strategies used
by organizations start in this way, and many will reflect values held by the
strategic leader.
Root Metaphor
Internal
anisational
Culture
Concept of Values
-
Organizational culture synthesis of subcultures
The core values are essentially retained but modified to reflect the
subculture.
Every organization has its own unique culture. This culture includes
long standing and often unwritten rules and regulation; a special language
that facilitate communication among members; shared standards of
relevance as to the critical aspects of the work that is to be done; matter of
fact prejudices; standards for social etiquette and demeanour; established
customs for how members should relate to peers, subordinates, superiors
and outsiders; and other traditions that clarifies to the members, what is
appropriate and smart behaviour with~nthe organisation and what is not.
An employee who has been properly socialized to the organisations
culture then has learned how things are done, what matters and which
work related behaviours and perspectives are acceptable and desirable
and which ones are not. (Maanen and Schein, 1979).
Organizational development;
Socio-technical systems ;
Management by objectives;
Socio-technical philosophy:
Culture-Personality Approach
absence of commitment,
The approach was coupled with the belief that all societies,
whatever their differing levels of economic development and
modernization, evolve in the same direction by adopting Western, values
attitudes, habits and lifestyles, and thereby converge into a single pattern
characterized by the industrialized cultures of the west (Kerr, 1983; Meyer,
1970; Weinberg, 1969). By the same token, the cultural differences are
either temporary or unimportant. Reductionist-positivistic approach, when
applied to social sciences, tended to cleanse culture from behaviour in
order to demonstrate pan-cultural generalizability of the laws and principles
of behaviour.
Determinant factors of Organizational culture
risk taking.
National culture:
Adler, (1997) considers that the terms used by Hofstede for this
dimension don't correspond to what it is presently understood by
masculinity and feminity. so she suggests to use the words career success
and quality of life, or even to talk about quantitative and qualitative
societies.
In the soft work culture, work received a lower priority than social-
personal obligations. Non-work interests and activities displaced work from
its central place in the life space of managers. They neither worked hard
not felt positive affect for their jobs nor derived any satisfaction from their
work. They were not clear about their roles. They often came late to
work, lefi eagerly and took time off to do their personal work or to visit
friends and relatives. 'This is a scenario, which was highlighted by the
observations of western scholars (Lambet?, 1963; Myers, 1960; Myrdal,
1968; Weber, 1958).
Work Culture
Work Pressure
Upkeep of technology
Reinforcement
Synergetic Work Culture:
Power culture
It is like a web with a ruling spider. Those in the web are dependent
on a central power source. Rays of power and influence spread out from a
central figure or group.
fY\Stories Symbols
Role culture
Task culture
Person culture
Control
Collaboration
Competence
Cultivation
No one-culture type is intrinsically better than the others, but
different cultures are more suitable to different enterprises and
environments. Control cultures are best suited to large production
companies or financial situations.
Personal Culture. Like the control culture it pays a great deal of attention
to concrete tangible reality; actual experience; and matters of practicality
and utility. However its decision making process is people driven, organic
and informal. It is more suited to some of the helping profession or
companies that highly people focused.
Academy Culture
Club Culture
Fortress Culture
Academy Culture
Employees are "free agents" who have highly prized skills. They
are in high demand and can rather easily get jobs elsewhere. This type of
culture exists in fast-paced, high-risk organizations, such as investment
banking, advertising, etc.
Club Culture
Fortress Culture
Brown's Model:
Robbin's Model:
Dyer's Model:
Bowers Model:
4. Impersonal relationship.
Customer satisfaction;
Decide appreciate the whole situation and see that everything goes
well implies listening to a wide range of people
Participation
. Innovation
Access to information and
Accountability.
Product innovation
. Strategy innovation
Process innovation and the ability to successfully introduce new
technologies, such as information technology
Effective management of dispersed work units and increasing
workforce diversity
The relevance
The need
The effort