Professional Documents
Culture Documents
CULTURE IN
BASIC AND
HIGHER
EDUCATION
Presented by:
Jay-R M. Ballon, MAIE
Cont
Organizational culture is civilization in the workplace.
- Alan Adler
Culture is the organizations immune system.
- Michael Watkins
Organizational culture [is shaped by] the main culture of the
society we live in, albeit with greater emphasis on particular parts
of it.
- Elizabeth Skringar
it over simplifies the situation in large organizations to assume
there is only one culture and its risky for new leaders to ignore
the sub-cultures.
- Rolf Winkler
Cont
The second issue know as internal integration: how do
members resolve daily problems associated with living
& working together?
INTERNAL INTEGRATION deals with the creation of
a collective identity and with ways of working and living
together.
Three important aspects of working together are:
1. Deciding who is a member of the group and who is not
2. Developing an informal understanding of acceptable
and unacceptable behavior, and
3. Separating friends from enemies.
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Understanding Organizational
Cultures
Layers of Cultural Analysis
The first layer is Observable culture is the way things are
done in an organization.
Shared Values
Second layer recognizes that shared values can play a
critical part in linking people together and can provide
a powerful motivation mechanism for members of the
culture.
Cultural Assumptions
Third layer of cultural analysis are common
cultural assumptions; these are the taken-forgranted truths that collections of corporate
members share as a result of their joint
experience.
It is often extremely difficult to isolate these
patterns, but doing so helps explain why culture
invades every aspect of organizational life.
physical
assets
STRONG CULTURE
A widely shared real understanding of what the firm stands
for, often embodied in slogans.
A concern for individuals over rules, policies, procedures, and
adherence to job duties.
A recognition of heroes whose actions illustrate the
companys shared philosophy an concerns.
A belief in ritual and ceremony as important to members and
to building a common identity.
A well-understood sense of the informal rules and
expectations so that employees and managers understand
what is expected of them
A belief that what employees and managers do is important
and that it is important to share information and ideas.
Shared Meanings
SHARED MEANINGS
As with a strong culture, shared meanings
and perceptions can be a double edged
sword.
Deeper shared perception can provide
managers with a common base for decision
making to develop an effective organization.
Organizational Myths
ORGANIZATIONAL MYTHS is a commonly held cause-effect
relationship or assertion that cannot be support empirically.
Three common myth:
of
Degree to which
employees are
encourage to be
innovative
to
Degree and
to which
take
risk
employees
are
expected to
exhibit precision,
Degree
to which
analysis,
and
managers
focus
attention
to detail
on results or
outcomes rather
than on how
these outcomes
are achieved.
Degree to which
work is organized
around teams
rather
than to which
Degree
individuals
employees are
aggressive and
competitive
Degree
rather
than to which
management
cooperative
decisions take
into account the
Degree
to which
effects
on people
organizational
in the
decisions and
organization
actions
emphasize
maintaining the
Sources of
Organizational Culture
The organizations founder (vision and
mission)
Past practices of the organization (the
way things have been done, traditional)
The behavior of top management
Location
Geographical
location
and
physical
characteristics can have a
major influence on culture. For
example whether an institution
is located in a quiet rural
location or a busy city centre
can influence the types of
customers (students) and the
staff employed. Location can
also affect the nature of
services (courses) offered by
an institution.
Cont
Strong Cultures
Are cultures in which key values are deeply held
and widely held.
Have a strong influence on organizational
members.
Factors Influencing the Strength of Culture
Size of the organization
Age of the organization
Rate of employee turnover
Strength of the original culture
Clarity of cultural values and beliefs
Creating an Innovative
Culture
Challenge and
involvement
Freedom
Trust and openness
Idea time
Playfulness/humor
Conflict resolution
Debates
Risk-taking
334
335
VALUES, ORGANIZATIONAL
CULTURE AND ORGANIZATION
How do values affect the way we do business?
Authoritarian-hierarchical culture
1. Authoritarian-hierarchical culture the big boss alone makes
all the major decisions behind closed doors. Even when the
decisions are harmful to the company, no one dares to
challenge the boss.
The standard mode of operand um is command and control,
with no regards to the well being of employees, or the future
of the company.
Competing-conflictive culture
There is always some sort of power struggle going on.
Leaders are plotting against each other and stabbing each
other on the back. Different units and even different
individuals within a unit are undercutting, backstabbing each
other to gain some competitive advantage. There is a lack of
trust and cooperation. People often hide important
information from each other and even sabotage each other's
efforts to ensure that only they will come up on top.
Dishonest-corrupt culture
In this culture, greed is good and money is God. There is little
regard for ethics or the law. Such attitudes permeate the
whole company from the top down to individual workers.
Bribery, cheating, and fraudulent practices are widespread.
Creative accounting and misleading profit reports are a
matter of routine. Denial, rationalization and reputation
management enable them carry on their unethical and often
illegal activities until they are caught red-handed or exposed
by correcting forces of the market. When management are
blinded by greed and ambition, their judgment becomes
distorted and their decisions become seriously flawed; as a
result, they often cross the line without being aware of it.
Enron serves as a good example.
Rigid-traditional culture
There is a strong resistance to any kind of change. The
leadership clings to out-dated methods and traditions,
unwilling to adapt to the changes in the market place. They
live in past glory and any change poses a threat to their
deeply entrenched values and their sense of security. Workers
are discouraged or even reprimanded for suggesting
innovative ideas. Their accounting, marketing and delivery
systems are no longer competitive with the fast-paced
technology-driven market place. Their products and services
have not responded to changing market demands. Their
mantra is "We have always done things this way." As a result,
the world passes them by and eventually they are left with an
empty shell of the former self.
Sources/Reference
Harvard Business Review What is Organizational Culture? And
Why Should We Care? By Michael Watkins May 15, 2013
Organizational Behavior 12th Edition, Schermerhorn, Osborn,
Hunt, Uhl-Bien, 2012
Randon Pics from the Internet @Google.com
Impact of Organisational Culture on Performance of
Educational Institutions, Muya James Nganga, Wesonga
Justus Nyongesa