Hrm: Organisation Culture

Organisation Cultures (OC)

Schein

-OC is the pattern of basic assumptions that a given group has invented, discovered or developed in learning to cope with its problems. These assumptions have worked well enough to be considered valid and taught to new members as the correct way to perceive think and feel

Schein’s 3 layers of culture

1. Visible Indicators

-is the most accessible level

-might include patterns of behaviour or the structures that reflect patterns of activity observable to those outside the culture

-consist of behaviour patterns and outward manifestations of culture,

EG, perks provided to executives, corporate colour uniform, corporate logos, the level of technology utilized (and where it is utilized), and the physical layout of work spaces.

      2) Values and priorities

-assigned to organisational outcome

EG, environmentally friendly values, strong ethnical values

-such value might be reflected in group behavioural norms, or beliefs about what is acceptable & unacceptable behavioural within the organisation.

- to a large extent, determine behaviour, but they are not directly observable (as behaviours are)

- are frequently expressed through norms–characteristic attitudes and accepted behaviours that might be called “the unwritten rules of the road”–and every employee quickly picks them up.

EG, Rolls-Royce famous for having good quality

     3) Basic Assumptions

-it is the deepest level and this is where one needs to know to really understand culture. (Schein, 1984)

-may not be directly known by the organisation’s members & therefore require a period of intensive interaction to uncover.

EG, human nature, human relationship

These levels may be viewed like an iceberg, with the most immediately visible level at the top, while the others are generally submerged or implicit.

Cultural web of an organisation

Elements of the Cultural Web

The Cultural Web identifies six interrelated elements that help to make up what Johnson and Scholes call the "paradigm" – the pattern or model – of the work environment. By analysing the factors in each, you can begin to see the bigger picture of your culture: what is working, what isn't working, and what needs to be changed. The six elements are:

1. Stories – The past events and people talked about inside and outside the company. Who and what the company chooses to immortalize says a great deal about what it values, and perceives as great behaviour.

1. Rituals and Routines – The daily behaviour and actions of people that signal acceptable behaviour. This determines what is expected to happen in given situations, and what is valued by management.

1. Symbols – The visual representations of the company including logos, how plush the offices are, and the formal or informal dress codes.

1. Organizational Structure – This includes both the structure defined by the organization chart, and the unwritten lines of power and influence that indicate whose contributions are most valued.

1. Control Systems – The ways that the organization is controlled. These include financial systems, quality systems, and rewards (including the way they are measured and distributed within the organization.)

1. Power Structures – The pockets of real power in the company. This may involve one or two key senior executives, a whole group of executives, or even a department. The key is that these people have the greatest amount of influence on decisions, operations, and strategic direction.

7 Main elements of organisation culture

Martin’s 3 Perspective Framework

1. Integrationist

-Organisation culture can be managed where is an organisation wide agreement

-Cultural manifestations consistent with Lack of ambiguity where culture is clear and visible

-Effective management of organisational culture can benefit employees & organisations.

EG, same culture same visual, same uniform in every branch and consistent experience for employees and customers.

1. Differentiation (presence of sub-cultures)

-Cultural manifestation not always consistent (Rhetoric versus reality) where there are differences of interest/value between sub-cultures (functions, site, hierarchy position, gender, ethnic origin, professional identity, and age)