Organisatinal Culture Flashcards
Mullins definition OC
Decision making, group behaviour, Motivation, job satisfaction and management control.
Mullins (2016)
Su, yang and yang (2012)
OC has significant impacts on many aspects of the organisation.
Ogbonna and Harris (2002)
OC is linked to business performance.
Cultural identity
Facilitates performance through
- clear aims and objectives.
- by establishing expectations for levels of quality, output and performance.
- by providing social cohesion.
- establishes an organisation’s identity
- establishes how employees relate to stakeholders and customers.
Atkinson (1990)
Reflects underlying assumptions about how work is performed.
Acceptable vs unacceptable behaviour.
Havely (1993)
Collection of traditional values, policies, beliefs and attitudes that constitute an overarching context for the organisation.
Cartwright (1999)
System of management authority
Cultural values increase the power of authority and management by
- Identifying themselves with their organisation and accepting its rules.
- internalise the organisational values when they believe they are right.
- internalise organisational values when they believe they are right.
- motivates to achieve the organisation’s objectives.
Wagner and Hollenbeck definition of OC
Values, beliefs and expectations that members come to share.
Wagner and Hollenbeck (2015)
Martins and Terblanche OC def
Deeply seated values and beliefs shared by personnel in an organisation.
Martins and Terblanche (2003)
Cartwright (1999)
When culture is accepted by employees…
- It enhances power and authority of management.
- They identify more effectively with the org and its rules.
- Internalise organisational values which impact on how they deliver work.
- Become motivated to do their work for the good of others.
Levels of OC (Schein 2004)
Artefacts: visible factors- language, dress, facilities.
Exposed values- beliefs, values.
Basic underlying assumptions- beliefs so deeply held they are subconscious assumptions.
Hatch (1993)
Values
Artefacts
Symbols
Assumptions
Realisation
Symbolisation
Interpretation
Manifestation
Factors influencing culture
History Org Purpose of org Processes Location Goals and objectives Social and community Size People
Developmental culture- relationship based, external focus e.g. festival
Creative Adaptive Leader- risk taker and innovator Bonded by entrepreneurship Emphasis on innovation
Rational culture- mechanistic, external process
Competitive Acquisitive Leader- goal orientated Bonded by competition Emphasis on winning
Hierarchical Structure- internal focus, mechanistic. E.g. army
Ordered Uniform Leader- administrator Bonded by rules and policies Predictable
Clan culture- relationship based, internal. E.g. corporate
Cohesive Participative Leader- mentor Bonded by loyalty Tradition Emphasis on morale
Role cultures
Highly formalised
Bound with regulations
Paperwork
Authority and hierarchy dominate relations
Task cultures
Opposite of role
Preserve strong sense of basic mission of org.
Team work is basis on which jobs are designed
Power structures
Single power source
May be individual or corporate group
Control of rewards is a major source of power
Person cultures
Individual is focal point
Org exists only to serve and assist individualism within it and go further their own interests.
Hardy (1999)
Sathe (1983)
Set of important understandings that employees share in common.
Schein def of oc
Deeper level of org that operates unconsciously and define, in a basic taken for granted fashion, an organisations view of itself and its environment.
Olsen et all (1998) def oc
The degree of centralisation, formalisation, complexity and flexibility in any firm.
Ott (1989)
Stories distill an essence of an organisations past, legitimise types of behaviour and are devices for telling people what is important in the organisation.
Wilkins (1983)
Stories generate belief, encourage attitudinal, comment by appealing to legitimate values.
