last updated 9/28/2011
Organizational Culture:Variation and Outcomes
Organizational Cultures
may Vary
in Basic Assumptions
Organizational Cultures vary in numerous ways and always change.
S
ub-cultures often exist.
- Schein's Types of "Basic
Assumptions"
that are held inorganizations. Variations
in these can account for cultural differences.
- Humans relationships to nature
- The nature of reality and
truth
- The fundamental elements of human
nature
- The ideal types of human
action
- The appropriate forms for
human relationships
Some Dimensions of Organizational Cultural Variation
- Type of action - action vs activity
- Degree of individualism - autonomy vs team player
- Mode of decision-making - risk-taking vs risk aversion
(speed of evaluation is a factor in this)
- Kind of feedback
- regularity - often or seldom
- performance based or compliance based
- level of ambiguity
- overall, what actions / outcomes do 1-4 above seem to
value?
The Outcomes of Organizational Culture.
A "strong" organizational
culture provides members with:
-
Sense-making - shared context and meanings --> coherence
-
Accepted patterns of behavior and communication
(allowing coordination)
-
Organizational values
(that can guide and control behavior and
goals)
-
Decision-making guidelines
(that promotes shared control and
coordination)
Conclusions
about Organizational Culture
(McGaan's)
-
Culture grows out of interaction; thus, actions and procedural change alter culture (i.e. "actions are messages")
-
Leaders are symbols (or can be) -- ("Heroes" in Deal and Kennedy's
terms)
-
but what's good for the individual (leader) may not good for the organization - which has
a life of its own
-
The goals and values of the organization. (which grow out of interaction) belong to no
one person
-
Formal communication is of relatively low importance in building culture - directly
-
Ordinary interactions and informal communication (and esp. training) is very important in building/transmitting culture
-
A key goal of management is building a strong culture - i.e. a culture that supports actions and values that are effective in getting people to meet organization goals and personal needs.
CULTURE AND HUMAN NEEDS
* Good organizational culture supports:
- The need for clarity/security/predictability
[To some degree the need, therefore, for control
over one's circumstances]-
The need to belong to something [identification]
[To some degree the social/affiliation needs]
- The need for positive recognition, being valued
[to some degree esteem needs ]
* There's trouble when
organizational culture doesn't meet these
human needs; thus, these needs set limits on organizational culture.