Lecture 4 org culture Flashcards
Organisational culture is
is the collection of relatively uniform and enduring values, beliefs, customs, traditions and practices that are shared by an organisation’s members, learned by new recruits, and transmitted from one generation of employees to the next’ Huczynski & Buchannan p624 (2001)
What are Sheins 3 levels of culture
Surface manifestations and artefacts, Values and Beliefs, Basic Assumptions
Surface Manifestations and artefacts
Visible structures and processes, e.g. symbols, logos
Values and Beliefs
strategies, goals and philosophies e.g. trust, respect
Basic assumptions
Unconscious taken for granted beliefs, thoughts and perceptions
The rise of organisational culture
Peter+waterman in search of excellence Kennedy and Deal corporate culture Japanese success in 1980 soft skills strong culture union substitution policy
Power culture
centralised to one centre
Role culture
different departments with different specialism e.g. bu
Task culture
opposite to power.
Power diffused to different projects
brought together and disband when project ends
Person culture
individuals more important than org. solicitor
Link between culture and performance; Pioneers -Peters & Waterman - 8 chief characteristics for success:
Bias for action, Staying close to the customer, Autonomy & entrepreneurship,Productivity through people,Hand-on-management, Stick to the knitting, Simple form, lean staff, Simultaneous loose & tight organisations.
Culture and performance- Deal and Kennedy 4 generic cultures determined by 2 factors
The amount of risk routinely encountered by the business.
The speed of feedback received by the organisation on the effectiveness of its decisions and actions
critique of culture and performance
• Is it possible to manipulate culture? Assumes top management can impose culture • Lack of research vigour • Resistance to change • Is it ethical? • Assumes one best way
layout of deal and kennedy
bet your culture macho
process work hard play hard
