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For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning ORGANIZATIONAL CULTURE Chapter 14
For use with Organizational Behaviour and Managementby John Martin and Martin Fellenz
1408018128© 2010 Cengage Learning
ORGANIZATIONAL CULTURE
Chapter 14
For use with Organizational Behaviour and Managementby John Martin and Martin Fellenz
1408018128© 2010 Cengage Learning
Defining organizational cultureKroeber and Kluchohn (1952) - 164 different meanings of culture
Table 14.1
For use with Organizational Behaviour and Managementby John Martin and Martin Fellenz
1408018128© 2010 Cengage Learning
Defining organizational cultureorganizational culture - a set of shared, often implicit assumptions, beliefs, values, and sensemaking procedures that influences and guides the behaviour and thinking of organizational members, and is in turn continuously enacted and reinforced - or changed - by the behaviour of organizational members
For use with Organizational Behaviour and Managementby John Martin and Martin Fellenz
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Model of the linkages between culture, behaviour, cognition and
artefacts Figure 14.1
For use with Organizational Behaviour and Managementby John Martin and Martin Fellenz
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Acculturation
• For cultures to persist, new generations of members or new entrants to the culture must start to share some of the assumptions, beliefs, values, and sensemaking procedures particular to that culture
• Newcomers to a culture are often culturally inept, and typically need to go through a learning process before they become fully adept at behaving in culturally appropriate ways.
• This process is also called acculturation or socialization - the process by which newcomers develop the ability to function effectively in a particular culture
For use with Organizational Behaviour and Managementby John Martin and Martin Fellenz
1408018128© 2010 Cengage Learning
STUDYING ORGANIZATIONAL CULTURE
Cray and Mallory (1998) offer three approaches that can be identified:
• Naive comparative
• Culture free
• Culture bound
For use with Organizational Behaviour and Managementby John Martin and Martin Fellenz
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Schein’s three levels of cultureFigure 14.2
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Schein cultural dimensions
Schein (1985) identified six dimensions reflecting the composition of culture:
• Behavioural regularities• Dominant values• Norms• Rules• Philosophy• Climate
For use with Organizational Behaviour and Managementby John Martin and Martin Fellenz
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The cycle of cultureFigure 14.3
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Cultural frameworksFigure 14.4
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Deal and Kennedy’s strong cultural elements
Table 14.4
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Handy’s four types of culture
Plus- Person culture
Figure 14.5: Power Culture Figure 14.6: Role Culture
Figure 14.7: Task Culture
For use with Organizational Behaviour and Managementby John Martin and Martin Fellenz
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The cultural webFigure 14.8
For use with Organizational Behaviour and Managementby John Martin and Martin Fellenz
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Sub- and countercultures
Subcultures - The existence of different groups within a single organization:
• Enhancing subcultures - support the prevailing culture, • Orthogonal cultures - do not interfere with the
prevailing culture• Counter-cultures - actively and clearly oppose aspects
of the prevailing culture
For use with Organizational Behaviour and Managementby John Martin and Martin Fellenz
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The determinants of culture• History and ownership
• Size
• Technology
• Goals and objectives
• Environment
• People
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Changing organizational culturesLundberg (1985) - six stage programme:
•External conditions that may encourage a change to the existing culture
• Internal circumstances and individuals that would support change
• Pressures - forces pressing for change in the culture
• Visioning - Identify key stakeholders and create in them a vision of the proposed changes, the needs and benefits
• Strategy - Develop a strategy for achieving the implementation of the new culture
• Action - Develop and implement a range of action plans based on the strategy as a means of achieving movement to the desired culture
For use with Organizational Behaviour and Managementby John Martin and Martin Fellenz
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Nine-factor test
Table 14.6
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Trompenaar’s and Woolliams’ perspective on values within cultureSeven dimensions reflecting ways that values differ between cultures :
• Universalism v participation
• Individualism v communitarianism
• Specific v diffuses
• Neutrality v affectivity
• Inner directed v outer directed
• Achieved status v ascribed status
• Sequential time v synchronic time
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Hofstede’s perspectives on culture• Individualism-collectivism - the degree of integration between individuals in a society
• Power distance - the degree of centralization of authority
• Uncertainty avoidance - how the members of a society deal with uncertainty
• Masculinity-femininity - societies classified as ‘masculine’ tend to gender based, stressing achievement. Societies classified as feminine tend to seek a high quality of life, help others.
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Illustration of Hofstede’s classification
Table 14.7
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Trompenaars’ perspectiveWhat works in one culture will seldom do so in another:
• Performance pay - people in France, Germany, Italy and parts of Asia tend not to accept that ‘individual members of the group should excel in a way that reveals the shortcomings of others’
• Two-way communications - Americans may be motivated by feedback sessions, Germans, however, find them, ‘enforced admissions of failure’
• Decentralization and delegation - might work well in Anglo-Saxon cultures, Scandinavia, the Netherlands and Germany, but are likely to fail in Belgium, France and Spain.
For use with Organizational Behaviour and Managementby John Martin and Martin Fellenz
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Trompenaars’ perspectiveTrompenaars seven dimensions of culture – which combine to create different
corporate cultures including:• Family - found in Japan, India, Belgium, Italy, Spain and small French
companies. Hierarchical in structure with the leader a ‘father figure’. Praise can frequently be a better motivator than money.
• Eiffel Tower - Large French companies, some German and Dutch companies. Hierarchical in structure, very impersonal, rule driven and slow to adapt to change are dominant characteristics.
• Guided missile - American companies, some in the UK. Egalitarian and strongly individualistic in nature with a measure of impersonality. They tend to be able to adjust the established course of action quickly but not to completely to new situations.
For use with Organizational Behaviour and Managementby John Martin and Martin Fellenz
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Berry’s framework of acculturation styles
Figure 14.11
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Globalization and cultureYip (1989) - three stage process
• Developing a core strategy as the basis of competitive advantage• Internationalization of the home country strategy
• Globalization through integration of the largely separate country based international strategies
Bartlett and Ghoshal (1989)• International organization• Transnational organization
Two options available to an organization in its approach to culture:• Polycentric• Ethnocentric
For use with Organizational Behaviour and Managementby John Martin and Martin Fellenz
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The six global capabilities
Table 14.8
