Introduction to Organizational Culture

Prepared by: MAS, Pamela Bianca E.

ORGANIZATIONAL CULTUREIntroduction


CULTUREKroeber and Kluckholn (1952)

Culture consists of patterns, explicit and implicit, of and for behavior acquired and transmitted by symbols, constituting the distinctive achievement of human groups, including their embodiment in artifacts.


CULTURE

Hofstede (1980)Culture is the collective programming of the mind which distinguishes the member of one human group from another; the interactive aggregate of common characteristics that influences a human group’s response to its environment.


CULTURE

Symington (1983)Culture is that complex whole which includes knowledge, belief, art, law, morals, customs and capabilities and habits acquired by a man as a member of society.


CULTURE

Sinha (2000)Culture consists of totality of assumptions, belief, values, social systems and institutions, physical artifacts and behavior of people, reflecting their desire to maintain continuity as well as to adapt to external demands.


WORK CULTUREWork culture is the totality of various levels of interaction among organizational factors and organismic factors which over a period of time develop roles, norms, and values focusing work.


ORGANIZATIONAL FACTORS

• Boundaries• Goals• Objectives• Technology•Managerial practices• Resources• Constraints


ORGANISMIC FACTORS

• Skills• Knowledge• Needs• Expectations


OCCUPATIONAL CULTURES in

ORGANIZATION(Schein 1996)

• OPERATORS• ENGINEER• EXECUTIVE

Meier (1999)Malmi (1997), Meier

(1999)Hansen and

Kahnweiler(1997), Jackall (1988)


ORGANIZATIONAL and OCCUPATIONAL

CULTURESelectionSocializationInfluenced

The act of choosing something from a group

Culture values are brought to line with organizational through common values and goals


ORGANIZATIONAL CULTURE

A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptations and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems


THEORY OF ORGANIZATIONAL

CULTURE• The Consistency Hypothesis• The Mission Hypothesis• The Involvement/Participation Hypothesis• The Adaptability Hypothesis


THEORY OF ORGANIZATIONAL CULTURE• TCH: Idea that a common perspective,

shared belief, and communal values among organizational participants would enhance internal coordination and promote meaning and a sense of identification on the part of its members.• TMH: Idea that shared sense of purpose,

direction, and strategy would coordinate and galvanize organizational members towards collective goals.


THEORY OF ORGANIZATIONAL CULTURE• TI/PH: Idea that involvement and

participation would contribute to a sense of responsibility and ownership and, hence, organizational commitment and loyalty.• TAH: Idea that norms and beliefs that

enhance an organization’s ability to receive, interpret, and translate signals from the environment into internal organizational and behavioral changes would promote its survival, growth, and development.


CHARACTERISTICS of

ORGANIZATIONAL CULTURE

• Member Identity• Group Emphasis• People Focus• Unit Integration• Control

• Risk Tolerance• Reward Criteria• Conflict Tolerance• Means-end

Orientation• Open System Focus


ORGANIZATIONAL CULTURE PROFILE

• It was developed to examine the congruence between individual and organizational values.

• It has been identified as a measure of culture and values as one facet of culture at the organizational level.

• It was one of the only few instruments to provide details concerning reliability and validity.

O’Reilly, Chatman, & Caldwell (1991)Agle & Cladwell (1999)Ashkansay, Broadfoot, & Falkus (2000)



Innovative Culture• Flexible, adaptable, and experiment with new ideas• Flat hierarchy in which titles and other status distinctions tend to be downplayed.


Aggressive Culture• Value competitiveness and outperforming competitors.


Outcome-oriented Culture• Emphasize achievement, results, and action as important values.


Stable Culture• Predictable, rule oriented, and bureaucratic.• Aim to coordinate and align individual efforts for greatest level of efficiency.• Prevent quick action, and, as a result, may be a misfit to a changing and dynamic environment.



People-oriented culture• Fairness, supportiveness and respect individual rights.• Atmosphere where work is fun and employees do not feel that they are required to choose between work and other aspects of their lives.



Team-oriented culture• Collaborative and emphasize cooperation among employees.•Members tend to have more positive relationship with their co-workers, and particularly with managers.



Detail-oriented culture• Emphasize precision and paying attention to details.


Service CultureSafety Culture


WHAT TYPES of BEHAVIOR DOES

CULTURE CONTROL• Innovative vs Stability• Strategic vs Operational Focus• Outcome vs Process Orientation• Task vs Social Focus• Team vs Individual Orientation• Customer vs Cost Control• Internal vs External Orientation

Career

Introduction to Organizational Culture