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CULTURE
Schein [1992] ‘The basic assumptions and beliefs that are
shared by members of an organisation, that operate
unconsciously and define in a basic taken for granted
fashion an organisation’s view of itself and it’s environment’
Smirch [1983] ‘..social or normative glue that holds an
organisation together’
Cooke and Pousseau [1988] ‘..the share beliefs and values
guiding the thinking and behavioural styles of members’
House etc al [1999] ‘..shared motives, values, beliefs,
identities and interpretations or meanings of significant
events….transmitted across age generations’
THE WAY WE DO THINGS AROUND HERE!!!
1
CULTURAL WEB
Paradigm of an organisation: collective,
Logos, offices, cars, titles, types of
language, privileges.
- Can pose problems if trying to change
strategies in hierarchical/deferential
THE IMPORTANCE OF CULTURE
taken for granted assumptions and beliefs systems Culture: deep set beliefs in organisations which affect:
(Johnson, 2006) The way work is organised and authority exercised
Symbols
How people are rewarded/controlled
Success; disasters; villains; Where does power
mavericks
-Legitimise types of Stories and Power actually lie? How much planning is required? And how far ahead?
behaviour Myths structures
-Devices for underlining Relative obedience/initiative of subordinates
what is important
THE Significance of dress/eccentricities
PARADIGM
Culture can be reflected in:
Rituals & Organisational Kind of people employed
Routines structures Career aspirations
How people behave
Control Type of structure [links Status in society
towards each other, how with power structure]
things should be done systems E.g. classical, flat Level of education
- Emphasises what is
particularly important
e.g. ceremonies,
induction etc
What is most closely
controlled/monitored?
Emphasis on punishment/rewards
Barriers to new strategies
2
HANDY’S CULTURE TYPES FACTORS INFLUENCING CULTURE
Task Culture
History
• Job or project oriented
• Much of power at intersections (eg: Matrix organisation) Primary
The
• Brings together the right resources & people at right Function &
Environment
level Technology
• Influence is widely spread and based more on expert
power than on position or personal power
Cultural
Person culture Management
Development Goals
& Staffing &
• The individual is the central focus and any structure Objectives
exists to serve the individuals within it
• Groups of individuals “doing their own thing”
•Not appropriate for many organisations
Size
Location
3
ENVIRONMENT MANAGEMENT & STAFFING
Including the economic environment, market, competitive scene, Top executives can influence the overall culture, but all members of staff
Geographical/societal environment etc. shape the organisational culture
The environment is often taken for granted by people who work in Cultural match = satisfied individual
organisation but can be crucially important: if an organisation operates Satisfied individual linked with higher productivity
in a dynamic environment, it requires a structure and culture that High security needs = ROLE
reacts accordingly Need to establish identity: POWER or TASK [could be seen disruptive in
Role]
Different nationalities prefer different organisational cultures Individual skills, impact in Power Task; hence care in selection
Environmental change requires sensitive culture e.g.. Task process/appraisals
Diversity in environment requires diverse structure e.g.. TASK
Standardisation > ROLE LOCATION
Environmental threats/danger > POWER Influences the type of people employed and the customers served
E.g. mergers, nationalisation, economic disasters May limit the potential for development
COLLECTIVE PROGRAMMING:
Geert Hofstede [published 1980] POWER - DISTANCE
How close/distant subordinates feel to superiors (not a
Four basic dimensions of differences between national physical distance)
cultures HI: France, India
Power-distance: relates to levels of inequality within a Being boss = power
organisation A place for everyone and everyone in their place
Uncertainty-avoidance: relates to the extent to which Employees reluctant to express disagreement
members of an organisation feel threatened by unusual LO: Austria, Israel
situations Superiors/subordinates consider each other colleagues
Individualism: The relative individualistic or Believe inequalities should be minimised
collectivist ethic of an organisation Employees seldom afraid to disagree
Masculinity: Competitive and assertive vs caring & Expect to be consulted before decisions made
concerned about the environment!
4
UNCERTAINTY - AVOIDANCE INDIVIDUALISM
Ease with which cultures cope with novelty Focuses on the degree culture encourages
HI: Japan, Greece individual concerns
People need clarity and order and are threatened by uncertain HI: (Individualistic)USA, UK
situations
Emphasis on personal initiative and achievement
Combated by hard work, career stability
Everyone has a right to private life and opinion
Employees believe company rules should not be broken
LO: Denmark, Hong Kong
LO: (Collectivist) Iran, Peru
The uncertainty inherent in life is accepted
Characterised by tighter social framework
A pragmatic approach to change Extended families/clans; protection in exchange for
Employees expect to work for company for shorter period
loyalty
Emphasis is on belonging
MASCULINITY HOFSTEDE
HI: Australia, Italy Dimensions:
Performance, money, ambition are important and key These are not extremes but a continuum
drivers Different countries are spread across the entire
Sex roles clearly defined spectrum
LO: Netherlands, Sweden Country’s position based upon AVERAGE of
respondents from that country
Quality of life matters
Many individual variations
People/environment important
Sex roles more flexible
5
HOFSTEDE: COUNTRY CLUSTERS
More developed Latin: Belgium, France, Spain, Brazil
Less developed Latin: Chile, Peru, Mexico, Portugal
More developed Asian: Japan
Less developed Asian: Pakistan, India, HK, Taiwan
Near eastern: Greece, Iran, Turkey
Germanic: Austria, Germany, Israel, Switzerland
Anglo: Australia, NZ, UK, USA
Nordic: Denmark, Sweden, Norway, Netherlands. Finland