ORGANIZATIONAL CULTURE

Organizational Culture

Organizational Culture2

Introduction2

Overview2

Characteristics2

Functional Versus Dysfunctional Culture3

Models and Definitions4

Organizational Culture Profile (OCP)4

Onion Concept5

Cultural Web6

Deal and Kennedy's Culture Types6

Edgar Schein's Model of Organizational Culture8

Chia, Ruighaver and Maynard's Cultural Dimensions9

Cooke's Model of Organizational Culture10

Kotter's Theory of Change11

Competing Values Framework by Cameron et.ol11

Entrepreneurial Organizational Culture (EOC)11

Cultural Analysis (Example)12

Airbus12

References14

Organizational Culture

Organizational Culture

Introduction

Organizational Culture is the manners of the individuals who collectively contribute to the organization and the behaviors that the individuals attach to their activities. These behaviors are based on a communal system of meanings which guide our perceptions, comprehension of events, and what we pay attention to. Many scholars and social scientists have worked on the organizational culture by keep observations and consistent attempts to overcome potential issues which hurdle betterment.

Overview

“We are what we repeatedly do”, is the saying by Aristotle. Since earlier times, there have been enormous ideas by scholars regarding organizational culture. Although many have defined this substantial term with their valuable descriptions, some have defined the characteristics by the help of diagrams and charts.

Characteristics

Amongst a number of characteristics defined by scholars over time, some mentioned their work in a number of events; like Gregg Gotesman, Managing Director at Madrona Venture Group who has talked about 13 characteristics in a compiled discussion with Alumni of Foster Business School (Gottesman, 2011). The titles of those characters were, 'No Politics'; which is being genuine about giving credit, 'It's a mission, not a job'; companies must seek ways to retain employees as they can switch anytime to work for your competitors. 'Intolerance for mediocrity'; everyone struggles well at all levels. 'Watching Pennies'; senior managers and leaders treat assets of the company as carefully as they would their own assets. 'Equity driven'; for the long term, companies opt for non-cash value and stock options for concrete market existence. 'Alignment'; every member of the company is on the same page, coherently and with a clear strategy. 'Good communication'; communication remains strong even in bad times; over-communication is even more critical in times of complexity (i.e., client departs, executive leaves etc). 'Strong leadership'; leaders boost their own self-esteem and those working with / under them as they set the pace for the whole company. 'Mutual respect'; everyone is respected regardless of where he lies in a company's hierarchy. “Wins” are always celebrated together. 'Customer Obsessed'; for a company, a customer is always the biggest asset. Gottesman emphasized this as the most important characteristic for an organization. 'Energy'; good energy spreads across the company and is tangible most of the times. 'Fun'; never underestimate the potentials of a good start. 'Integrity'; spending extra effort to create value (U.W.Foster, 2011).

Functional Versus Dysfunctional Culture

Schnake (1990) described several types of dominant cultures, good and bad, and have been acknowledged as functional versus dysfunctional culture. Functional cultures defines the boundary between organizations, conveys a sense of identity to its members, enhances the stability of social system by introducing corporate social responsibility (CSR) activities and facilitates the creation of commitment to something larger than ...