Week 11: Organisational Culture Flashcards
What influences worker attitudes and behaviours (e.g. commitment, job performance)
The culture and climate(s) of the organisation
Organisational culture
beliefs and assumptions members share about their organisation: its mission or purpose, core values, major strategies and so on
Organisational climate
The (shared) perceptions of how the organisation functions, what it is like to work in this setting and the manner in which people interrelate with each other
Schein’s organisational culture model
Says there are 3 components of culture, visible aspects known as artefact, somewhat visible aspects known as espoused values and hidden aspects known as basic assumptions
Artefact
visible aspects of culture e.g. organisational structure, process, language used, environment, technology use
Espoused Values
Organisational standards, strategies and goals, values, rules of behavior e.g. company’s mission and vision statements, values
Basic Assumptions
Deeply embedded, taken-for granted
beliefs. Usually unconscious. Difficult to recognise from within
FedUni example of basic assumptions
Importance of education and research that is important for society
FedUni example of espoused values
The mission statement,
FedUni example of Artefact
Graduations
Research Facilities
Lectures
Student supports
Robbins and colleagues (1998) came up with 4 typologies of culture
Academy
Club
Baseball Team
Fortress
Academy
Strive to become competent; emphasis on education and training/development
Club
Emphasis on members fitting in and being committed; seniority and experience valued
Baseball Team
Risk taking and innovation encouraged.
Fortress
Preoccupation with survival and market share; during times of change may need to adjust approach (but not necessarily)
Effects of positive organisational culture
increase performance/productivity
Culture can influence via strategy
Culture also has potential negative impacts on performance
Barrier to change
Barrier to diversity
Barrier to mergers and takeovers
Factors that influence creation and
development of organisational culture
Leader change, shifting organisational priorities
Culture developed and maintained via two main processes
Communication: how an organisation communicates their cultural values. Can be formal or informal
Socialisation: ongoing and continuous; process of learning
How do we assess organisational culture?
Assessment of culture falls into two general approaches
Emic research
Etic Research
Emic research
qualitative approach where researchersxamine procedures, policies, interactions between members etc.
Etic research
quantitative approach where cultural dimensions are measured usually by questionnaires
National culture and organisational culture
A culture of any organisation will be influenced by the national culture in which that organisation operates. Key research on link between national and organisational culture from Hofstede
Key research on link between national and organisational culture from Hofstede
Theorised that there would be a core business culture but differences across offices due to different national cultures. Identified five dimensions on which nations and organisations differ.
