Topic 7 - Culture Flashcards
What is culture
Schein defines culture as being a pattern of basic assumptions within a group to deal with external adaptation and internal integration. Most group members follow and new members are taught these assumptions as new ways to perceive, think, fell and act in social situations.
Schein views culture as being 3 levels:
1) Superficial - observable artefacts - i.e. dress, building and greetings
2) Espoused value system - things employees and managers say they believe in
3) Core value system - deeply embedded ways of behaving which are linked to unquestioned, taken for granted assumptions about the org.
It can be difficult to change deep structure and many culture change programmes simply change superficial aspects of culture, or are espoused values. The deeply embedded aspects of culture are not easily manipulated.
What is fun at work
Fun at work is often used by managers to motivate and energise employees. The first issue is the assumption that everyone has the same definition of fun. One person’s perspective of fun may not be the same as their colleague’s.
How is fun at work introduced?
Management may try to introduce fun at work by such methods as changing the work layout, and introducing equipment that can be used for fun. They may also espouse the value. This can be problematic as employees may feel they are having fun forced onto them, causing them to respond cynically. These attempts are unlikely to be assimilated into the deeper psychological level Schein talks about.
The method in which managers go about implementing fun at work can make a difference. If employee consultation occurs, and their feedback is sincerely listened to, there is a greater change employees will embrace the fun culture.
How is fun at work best developed
Fun at work can often occur naturally and spontaneously, with limited input from management. This is more likely to result in a positive feedback from staff.
Fleming argues fun at work best emerges organically. Fun is very difficult for managers to develop specifically at work and can result in both positive and negative results.
What are the difficulties with moving from espoused values to a core value system?
If new ideas like fun at work are not confirmed in the group experience, espoused values may never make it to the level of shared, basic assumptions.
Culture requires ideas to move from the espoused to the deeper level. This can be difficult when there is a lack of congruence between what management and employees view as being fun.
