ORGANIZATIONS AS CULTURES 1

Running Head: ORGANIZATIONS AS CULTURES.

Distinctive values, rituals, ideologies and beliefs. Ongoing reality construction.

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Organizational culture comprises the shared values, norms and expectations that guide

the organization and its members in their work and their interaction (Jain, 2005). For many

organizations, the culture is casually viewed as something the employees have accepted in their

day-to-day work. This should not be the case and organizations should evaluate the culture and

its implication on the strategic direction of the company (Richman, 1999). The Denilson model

of organizational culture was formulated after twenty-five years of research and focuses on four

critical traits of culture that is the mission, adaptability, involvement and consistency.

Some of the things that form the culture of organizations include artifacts. These physical

things have a particular symbolism in the organization and include awards of excellence and

prizes won in different competitions. Artifacts may also include a bunch of flowers at the

reception office that has a special meaning to the visitors of the organization. Artifacts act as

reminders to the employees about the culture of the organization. Ceremonies and rituals are also

considered part of the organization culture. Ceremonies include birthday parties for the

employees and the end of the year party. Rituals act as a rite of passage that are performed when

employees are promoted, retired, or a new product is launched in the market. Attitudes of the

employees tell us of the underlying beliefs of the organizations and hence are part of the culture.

Culture of the organization is also evidenced by the rules, norms, ethical codes and values that

the employees must abide by. The channel of communication and the language of the

organization tell us more about the culture and the leadership style in the organization. Culture of

the organization is usually transmitted through stories, histories and jokes. The stories may be

true or false but they form part of the culture (Schein, 2010).

According to Denilson model, culture involves defining the long-term goals and

objectives of the organization to enable the employees see how their daily activities connect with
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the strategic objectives of the business. The mission statement, purpose statement, vision and the

objectives of the business should guide and shape the behaviors of the employees (Jain, 2005).

To achieve the goals of the organizations, employees should join efforts towards that common

goal. Another valuable trait according to the Denilson culture model is consistency. This trait

helps in integration, coordination and control (Diederik, Drenth, Wolff, & Thierry, 1998).

Consistency creates a strong culture based on the beliefs, values and symbols of the organization.

Employees can understand how their work affects the others and hence the work is well

coordinated and integrated for the benefit of the organization as a whole. The beliefs, norms and

values of the organization should be replicated in every activity the employees are involved.

Involvement of every member of the organization in the affairs of the company is another

trait of the Denilson culture model. The culture model emphasizes on empowerment and capacity

development of all employees (Diederik & et al, 1998). Effective training programs, career

development and advancement procedures should form part of the culture of the organization.

Everyone in the organization should be given enough training to exploit his or her potential.

According to Tui University, this is the best model of assessing and understanding the corporate

culture since it focuses on the individual as well as the organizational parameters.

The model is the best because it attaches organizational performance to the culture of the

organization. The model can be universally applicable to all industries and hence a comparison

between two or more firms can be made. The Denilson culture model is more effective in

analyzing and understanding Tui University effectiveness since all the other model may not be

applicable in a learning environment where stakeholders like students come and leave without

staying there for long. The Denilson model focuses on individual and departmental efforts and

hence the best in analyzing the administrators’ and staff’s efforts at Tui University.
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Organizations receive, interpret and transfer messages from the environment in to the

internal behavioral changes hence this enables it to adapt, grow and develop. For organizations to

succeed they should remain focused to their customers and competitors ever-changing needs and

restructure themselves in a way that makes them remain competitive as well as fulfill the

customers need. High- performing organizations welcome change and new ways of doing things

and thus they are able to meet customer expectations (Jain, 2005).

The process of cultural change can occur in different ways. The top management possesses

behaviors that are regarded as a role model to employees and hence the employees may be

required to identify with and demonstrate this behavior in their work. The employer may instruct,

train or teach employees when new systems or products launched by the company. Statement of

principles that expresses culture in writing can be issued to the employees when the management

is certain that the culture of the organization is fading away (Deetz, Tracy & Simpson, 1999).

A symbolic action like rewarding excellent performance is a way of changing the culture

since it motivates employees’ behavior towards high performance. In times of crises, the leader

can send a strong message about the values and assumptions by supporting a particular value

hence emphasizing its importance in the organization. Schabracq (2007) asserts that in the

selection of new employees, management is not only interested in the formal qualifications but

also on the ability of the applicant to fit in the established organizational culture. The human

resource manager will employ only the candidates whose values, beliefs and goals can be aligned

with the corporate goals and values. According to Alvesson & Sveningsson (2008), the

socialization process is another way the cultures change and sustain itself. Some informal

statements that employees make about the working relations help in imparting the culture to new

employees (Alvesson & Sveningsson, 2008).

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According to the Johnson and Scholes’ cultural web model, six inter-related elements

comprise the culture of the organization. The first element is the organizational structure, both

the formal and the informal. This structure plays a critical role in influencing the core values of

the organization as well as reflecting the power structure in the organization. The second

important element is the control structures including the measurement and reward systems used

in the organization. These affect on the employees morale and character and make them channel

all their efforts towards attainment of corporate goals. The third element according to the model

is the corporate symbols. These include logos, status symbols, office carpets and company cars.

These symbols provide a visible reflection of the culture of the company as well as an impression

to the employees on the standards they are expected to adhere (Schein, 2010). The fourth

element according to the Johnson and Scholes’ model is the power structures that are in place.

Senior managers and directors with the most power are considered as more influential in the

organization and employees will emulate their behaviors and even the dress code. The next

element is the stories and jokes that focus on past events of the organization which are told to

people inside or outside the organization. Stories about charismatic leaders of the past will

strengthen the employees’ beliefs about the organization. The last but not the least element

according to the above model is the routine and rituals. Routine activities like training and

personnel recruitment procedure usually reinforce to the employees that the senior management

values a particular behavior.

According to Schein’s model, culture is one of the most difficult attributes to change in

an organization. Schein describes culture from an observational point of view (Schein, 2010).

According to the theory, culture involves three different aspects. The first are the visible things

like artifacts, dress code and mission statements. The second level of culture is the values that are
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expressed in the organization and the organizational behavior. The last aspects of culture

according to Schein are the assumptions that are not necessarily identifiable in the day-to-day

interaction of the employees (Schein, 2010). Hofstede’s ‘onion’ model of culture defines culture

as both visible and invisible. According to Hofstede, culture comprises of practices, symbols,

stories and values. Values include the purpose, mission and objectives of the business and are

usually documented. Beliefs are specific and are actually talked about in the company (Schein,

2010).

Changing organizational culture is the toughest task that the management may be tasked

with. Culture echoes the prevailing management style and since managers hire new employees

with the same traits as them, the existing culture is further reinforced. The organization must

plan its future objectives, mission, vision and values before initiating a cultural change. The top

management should show their commitment to the change process since they are viewed by the

employees as the mentors in the organization. The change of culture should concentrate on the

positive aspects since it is easier to enlarge the positive aspects than to get rid of the negative

ones (Deetz & et al, 1999). External stakeholders like suppliers ought to be consulted to give

their input.

The thinking of organizations as cultures is very important since the culture is linked to

the economic performance and the organizational success. Organizations with core values are

successful in the long –term. Organizational culture also focuses on the human side of the

organizational life (Alvesson & Sveningsson, 2008). Organizations should enhance their culture

because it creates appropriate systems of shared meaning that help employees work together

towards the desired corporate goals (Schabracq, 2007). The culture of the organization

significantly contributes to the brand image in the market. The culture is a source of motivation.
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References:

Schabracq, M.J. (2007). Changing organizational culture: the change agent’s guidebook.

London. John Wiley & sons Ltd.

Alvesson, M. & Sveningsson, S. (2008). Changing organizational culture: cultural change work

in progress. New York. Routledge

Deetz, S, Tracy, S.J & Simpson, J.L. (1999). Leading organizations through transitions:

communication and cultural change. London. Sage publications limited.

Diederik, J., Drenth, H., Wolff, C. & Thierry, H. (1998). Handbook of work and organizational

psychology. East Sussex. Psychological press.

Jain, N.K. (2005). Organisational behaviour. New Delhi. Atlantic publishers &distributors.

Richman, T. (1999). The Culture Wars. Inc. Magazine. Retrieved February 21, 2011, from

http://www.inc.com/magazine/19990515/4702.html

Schein, E.H. (2010). Organizational culture and leadership. San Fracisco. Jossey-Bass.