organisational culture - handout 2 (2)

8/20/2019 Organisational Culture - Handout 2 (2)

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ORGANIZATIONAL CULTURE



Introduction

• Culture is generally defined as the way of doing things

in a particular society.

• ORGANISATIONAL CULTURE is a collection of shared

values and beliefs in an organisation

• Organisational culture is not something that is writtendown or easily stated.

• Organisational culture refers to values, beliefs, and

norms of people/workers in an organisation.

• It is an intangible mixture of rules, relationships, value,

customs etc. which taken together describe the

distinctive “feel of the organisation.



Characteristics from which it is possible to

develop an understanding of an

organisation’s culture are:

Mission statementBehaviour patterns – interaction within the

organisation and between the organisation and

its stakeholder

Distribution of authority and decision-makingrganisation structure

!ature of leadership

Introduction



"alues of the organisation#

$ntrepreneurial spirit – degree of innovation%

competitiveness% fle&ibility and drive fore&cellence of the organisation#

'eceptiveness to embrace change – proactive

(anticipating and planning for change) or

reactive (coping with change as and when itarises)

Introduction



Classification of organi*ational culture

+ower Culture,ithin a power culture% control is the key

element# Decisions in an organisation that

display a power culture are centralised

around one key individual#- Control is e&ercised from the centre by the

selection of key individuals#

- here are few rules and procedures#

- Decisions taken largely on the balance of

influence#

$g: small and medium entrepreneurial

organi*ations



Role Culture

.n a role culture% organisations are split intovarious functions and each individual within the

function is assigned a particular role.

Rests on the strength of strong organizational‘pillars

Eg! The functions of specialists! "inance#

purchasing# pro$uction

Role or %o& $escription is often 'ore i'portantthan the in$i(i$ual an$ position.



Tas) Culture

/ task culture refers to a team basedapproach to complete a particular tas)#

* +o& oriente$ or pro%ect oriente$

* ,ee)s to &ring together the right resource

an$ people# an$ utilizes the unif-ing

poer of the group.

* Influence is i$el- sprea$ an$ &ase$

'ore on e/pert poer than on position or

personal poer.



+erson Culture

-he focus of the organisation is thein$i(i$ual or a particular ai'#

- he individual is the central focus and any

structure e&ists to serve the individuals

within it#

- .ndividuals have almost complete autonomyand any influence over them is likely to be

on the basis of personal power#

$g: 0roups of /rchitects% doctors ect#



Le(els of Culture

Le(el 0 1 Artifacts!

This inclu$es ph-sical space an$ la-out# thetechnological output# ritten an$ spo)en languagean$ o(ert &eha(ior of group 'e'&ers.

Le(el 2 1 Nor's an$ (alues!

Cultural learning reflects so'eones original (alues.

Le(el 3 1 4asic un$erl-ing assu'ptions!

I'plicit assu'ptions that actuall- gui$e &eha(ioran$ $eter'ine ho group 'e'&ers percei(e# thin)an$ feel a&out things.



Does organisational culture affect theorganisation’s performance1

0ood culture is good for business

Culture has three functions: -Corporate culture is deeply embedded form of socialcontrol that influences employee decisions andbehaviours

Corporate culture is the social glue that bonds people

together and makes them feel part of theorganisational e&perience

Corporate culture assists the sense-making processe#g# organisational events

(Mc2hane and "on 0linow% 3445)

Organisational culture and performance



Development of rgani*ational Culture

5istor-

he reason% and manner in which% the

organi*ation was originally formed#

6ri'ar- function an$ technolog-

!ature of the technological process andmethods of undertaking work% which in turn

also affect structure and culture#

Goals an$ o&%ecti(es

he combination of ob6ectives and resultantstrategies will influence culture and may

itself be influenced by changes in culture#



,ize

/ rapid e&pansion% or decline in si*e and rate

of growth and resultant changes in staffingwill influence structure and culture#

Location

.t can also affect the nature of servicesprovided% the sense of 7boundary’ and

distinctive identity and opportunities for

development#

7anage'ent 8 ,taffingop e&ecutives can have considerable

influence on the nature of corporate culture#

organisational culture - handout 2 (2)

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