Prepa
Páginas: 9 (2106 palabras)
Publicado: 11 de marzo de 2013
CHAPTER 15
ORGANIZATIONAL CULTURE
AIMS AND OBJECTIVES OF THE CHAPTER
By the end of the chapter you will:
Understand the relation between organizational culture and the business context. How
does culture contribute to organizational innovation and success?
Appreciate the contribution of organizational culture to the management of change;
Understand the analytic elementsof organization culture, such as stories, myths, heroes
and villains;
Have reviewed some of the cultural types in organizations;
Not be too anxious about the remaining puzzles. If culture is unifying what about
multiple cultures and counter – cultures? Should we take a managerial or an
anthropological view of culture? Can culture be managed?
BRIEF OUTLINE OF CHAPTER
Introduction
Organizational culture and strategic management
Success, excellence, innovation
Culture and the management of change
Other cultures
Exploring organizational culture
Culture is symbolic
Culture is unifying
Culture is holistic
Classifying cultures?
Evaluating concepts of culture
Conflicting views of culture
Corporate culture or corporate image?Managing culture?
Conclusion
CHAPTER SYNOPSIS
In this chapter we look first at the importance of the business context. What does
culture contribute to the bottom line? Secondly, culture is clearly a complex subject
and one we will need to explore in some detail. It refers to the totality of knowledge
in an organization or society. Thirdly we need to review the strengths and
weaknesses of thecultural metaphor – in particular the tensions that exist between
the idea that beliefs and meanings can be ‘managed’ and that of culture as a unique
set of attributes.
ANNOTATED LECTURE OUTLINE
INTRODUCTION, AIMS AND OBJECTIVES OF LECTURE
Point 1 – Introduction
This sets the context for the lecture. Originally an anthropological term, culture refers
to the underlying values, beliefsand codes of practice that makes a community what
it is. The customs of society, the self – image of its members, the things that make it
different from other societies, are its culture. Culture is powerfully subjective and
reflects the meanings and understandings that we typically attribute to situations, the
solutions that we apply to common problems. The idea of a common culture
suggestspossible problems about whether organizations have cultures.
Organizations are only one constituent element of society. People enter them from
the surrounding community and bring their culture with them. It is still possible for
organizations to have cultures of their own as they possess the paradoxical quality of
being both ‘part’ of and ‘apart’ from society. They are embedded in the widersocietal
context but they are also communities of their own with distinct rules and values.
Point 2 – Organizational culture and strategic management
Culture has long been on the agenda of management theorists. Culture change
must mean changing the corporate ethos, the images and values that inform action
and this new way of understanding organizational life must be brought into the
managementprocess. There are a number of central aspects of culture:
There is an evaluative element involving social expectations and standards;
the values and beliefs that people hold central and that bind organizational
groups.
Culture is also a set of more material elements or artefacts. These are the
signs and symbols that the organization is recognized by but they are also the
events, behavioursand people that embody culture.
The medium of culture is social interaction, the web of communications that
constitute a community. Here a shared language is particularly important in
expressing and signifying a distinctive organizational culture.
Point 3 – Culture and Success
Deal and Kennedy (1982) argue that culture is the single most important factor
accounting for success or failure in...
ORGANIZATIONAL CULTURE
AIMS AND OBJECTIVES OF THE CHAPTER
By the end of the chapter you will:
Understand the relation between organizational culture and the business context. How
does culture contribute to organizational innovation and success?
Appreciate the contribution of organizational culture to the management of change;
Understand the analytic elementsof organization culture, such as stories, myths, heroes
and villains;
Have reviewed some of the cultural types in organizations;
Not be too anxious about the remaining puzzles. If culture is unifying what about
multiple cultures and counter – cultures? Should we take a managerial or an
anthropological view of culture? Can culture be managed?
BRIEF OUTLINE OF CHAPTER
Introduction
Organizational culture and strategic management
Success, excellence, innovation
Culture and the management of change
Other cultures
Exploring organizational culture
Culture is symbolic
Culture is unifying
Culture is holistic
Classifying cultures?
Evaluating concepts of culture
Conflicting views of culture
Corporate culture or corporate image?Managing culture?
Conclusion
CHAPTER SYNOPSIS
In this chapter we look first at the importance of the business context. What does
culture contribute to the bottom line? Secondly, culture is clearly a complex subject
and one we will need to explore in some detail. It refers to the totality of knowledge
in an organization or society. Thirdly we need to review the strengths and
weaknesses of thecultural metaphor – in particular the tensions that exist between
the idea that beliefs and meanings can be ‘managed’ and that of culture as a unique
set of attributes.
ANNOTATED LECTURE OUTLINE
INTRODUCTION, AIMS AND OBJECTIVES OF LECTURE
Point 1 – Introduction
This sets the context for the lecture. Originally an anthropological term, culture refers
to the underlying values, beliefsand codes of practice that makes a community what
it is. The customs of society, the self – image of its members, the things that make it
different from other societies, are its culture. Culture is powerfully subjective and
reflects the meanings and understandings that we typically attribute to situations, the
solutions that we apply to common problems. The idea of a common culture
suggestspossible problems about whether organizations have cultures.
Organizations are only one constituent element of society. People enter them from
the surrounding community and bring their culture with them. It is still possible for
organizations to have cultures of their own as they possess the paradoxical quality of
being both ‘part’ of and ‘apart’ from society. They are embedded in the widersocietal
context but they are also communities of their own with distinct rules and values.
Point 2 – Organizational culture and strategic management
Culture has long been on the agenda of management theorists. Culture change
must mean changing the corporate ethos, the images and values that inform action
and this new way of understanding organizational life must be brought into the
managementprocess. There are a number of central aspects of culture:
There is an evaluative element involving social expectations and standards;
the values and beliefs that people hold central and that bind organizational
groups.
Culture is also a set of more material elements or artefacts. These are the
signs and symbols that the organization is recognized by but they are also the
events, behavioursand people that embody culture.
The medium of culture is social interaction, the web of communications that
constitute a community. Here a shared language is particularly important in
expressing and signifying a distinctive organizational culture.
Point 3 – Culture and Success
Deal and Kennedy (1982) argue that culture is the single most important factor
accounting for success or failure in...
Leer documento completo
Regístrate para leer el documento completo.