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Structure Part 1
HRM3125
Why study Organisational Culture
• First Impressions
• Culture and organisational performance
• Culture and strategy
• Culture and Globalisation
• The ‘culture perspective’ or the ‘symbolic
approach’
Organisational or corporate culture
• An iceberg
– the surface is based on a much deeper reality
• An onion
– the core is shielded by many layers
VALUES
ATTITUDES
INFORMAL INTERACTIONS
Levels
Levels Visible
of
of Culture
Corpor
Corpor Expresse
d Values
ate
ate
Culture
Culture
Core
Values
Schein on Culture
Organisational Culture is seen in terms of three levels,
each distinguished by its visibility to and accessibility by
individuals.
• Pattern of basic assumptions, which have been invented,
discovered or developed in learning to cope with its
problems of external adaptation and integration. These
have been effective enough to be considered as valid
and therefore taught to new members as the correct way
to perceive, think and feel in relation to problems
• Culture is not overt behaviour or visible artefacts nor is it
the philosophy or value system of the organisation’s
founder. Rather it is the assumptions which lie behind
the values and which determine the behaviour, patterns
and the visible artefacts
Three layers of culture
• Values
– often written down
– statements about purpose, mission, objectives
– usually general/vague
(e.g. Service to the Community)
• Beliefs
– more specific
– usually overt/talked about
(e.g. the company should not trade with Burma)
• Taken-for-granted assumptions
– this is the real “core” of culture
– difficult to identify and explain
– often linked to the raison d’etre of the organisation
(e.g. police forces are needed to catch criminals)
Where does organisational culture
come from?
Top
Management
Philosophy of
Organisation’s Selection criteria Organisation
founder Culture
Socialisation
Organisational Socialisation
• Power
• Role
• Task
• Person
Types of Culture (Handy 1993)
• Power cultures
– Dominated by influential individuals or groups;
the company relies on them to make most strategic
and many tactical decisions (centralised decision-
making).
• Role cultures
– Layers of management with defined roles and set
procedures; usually decentralised with decisions
being made through well-established rules.
Types of Culture (Handy 1993)
• Task cultures
– Focus on the job at hand; teams of (expert) people
are grouped together as needed with strategic
decisions being made by the team doing the task.
• Person cultures
– Focused on benefits to the members of an
organisation (usually associations, trade unions,
co-operatives, professional trade bodies, etc).
Decision-making is guided by what benefits it
provides its members.
Organisational culture definitions
Person culture
CLUSTER
Types of Culture (Miles & Snow 1978)
• Defenders
• Prospectors
• Analysers
• Reactors
Four Types of Strategic Positions
(Miles & Snow)
• Defender
– focus on niche market leadership and cost efficiencies
• Prospector
– focus on innovation and creativity in a growing and
dynamic market
• Analyser
– focus on following the market and competitor activity;
usually cost-focus in stable environments, differentiation-
focus in dynamic markets
• Reactor
– focus on continually adjusting strategy to business
environment, usually because of an ongoing mismatch
between resources and strategies
Contrasting forms of organisational control
• Adaptive cultures
– Are innovative and encourage and reward
initiative by middle and lower-level managers.
• Inert cultures
– Are cautious and conservative; do not value
and may discourage initiative by middle and
lower-level managers.
Traits of strong adaptive cultures
• Good points
• Social cohesiveness
• Resistance to change
• Lack of new ideas
• Arrogance towards outsiders
• Employees work to please the boss
Systems
Strategy
Shared
Values
Skills Style
Staff
The Cultural Web
Power
Structure
Symbols
Paradigm
Control Stories
systems
Rituals
• Religion
• Social patterns
• Language
• Attitude to work
• Role of women
• Attitude to wealth
• Respect for authority
Etc
National Culture
• Communicate
(To Customers, local employees)
• Negotiate
• Be socially acceptable
• Recognise ethical standards
• Market and advertise
DANGERS
• Ethnocentric
– Comparisons - using one’s own country as the
ideal
• Polycentric
– Regarding other nations as different but of equal
value
Hofstede’s dimensions of national culture
• Individualism/Collectivism
• Masculinity/Femininity
• JAPAN MASCULINITY
• ITALY
• GERMANY
• UK
• USA
• FRANCE
• HOLLAND
• SWEDEN FEMININITY
UNCERTAINTY AVOIDANCE
• Countries which avoid uncertainty have
– Many laws
– An inner urge to work hard
– An intolerance of those
– Who do not conform
STRATEGY STRUCTURE
CULTURE PROCESSES