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Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Chris Jarvis,*,OB,Organisation Culture&Interventions,Read,Rollinson,-Chapter 19,B&H,Chapter 18,Interests,What is organisation culture?,How do we describe the features of such culture?,How can the culture of an organisation be changed?,What are we seeking to change and why?,The merits and limitations of descriptions?,Themes and tensions in debates about organisation culture?,Comparing hard&technical culture components with soft humanistic concerns,What then is a corporate culture?,The organisation itself has an underlying quality-style-character-soul,a way of doing things-possibly more powerful than one persons dictates or a formal system.To comprehend this soul requires that we go beyond below the trappings of charts,policies and jobs into a living and breathing world of cultural interaction.,The corporate culture gives the whole organisation a sense of how to behave,what to do,&where to place priorities in getting the job done.It helps members fill in the blanks between formal directives and how work actually gets done.,Compare these statements to an engineering model of structures,work-technologies,methods&controls,What then is a corporate culture?,the way we do things around here,a dominant&coherent set of beliefs,deep-set,prevailing values and assumptions manifested in organisational activity,learned and accepted prescriptions for how people should think,feel,work&behave as members.,values&commitments-shared&understood through,ritual/ceremonial&routinised processes,symbolic communication with imperative statements,slogans,internal and external marketing,anecdotes,myths,legends,rewards and chastisement.,Culture as a paradigm and metaphor,paradigm,metaphor,positivist and physical,functional,definable,rational,mechanical,engineered,predictable,phenomenological,interpretive,social psychology,mental&socially constructed.Enacted by members through on-going negotiation and sharing of symbols&meanings,unitary or pluralistic cultures,Consensus,co-existence of several,parallel sub-cultures,conflict,adaptive,regulating mechanism to dynamic equilibrium,biological,learning,cultural conflicts may engender change,corporatist,managerial,strategic,shape culture for success,transformational,power discourse of values,Rise of corporate culture concepts,Pre-50s classical and rational perspective,50s human relations school-influence through human relations and leadership,60s,70s neo-human relations-control through groups and organisational development(,Schein,et al),80s admiration of Japanese,Quality,Kaizen and Excellence,Theory Z,90s,Lean and core,Learning organisation,Network organisation,Soft systems,Values,Interactions,Commitments,Motivations,Loyalties,Perceptions,Leadership&teams,Communications,Hard systems,Policies,Procedures,Systems,Performances,Technologies,Efficiencies,Hard and Soft in a Wet-Cold Climate,Mintzberg:Five Glues,Mutual adjustment,Direct supervision,Standardisation of,Systems and procedures,Skills,Results,Exercise,What are the manifestations of corporate culture at,this university?,in the Body Shop organisation?,in the Metropolitan Police?,For each organisation,list examples of,Values,beliefs norms,Representative rituals&ceremonials,What external intervention has been evident?,Culture Characteristics,Common,uniform,pervasive,homogenous?,Unitary,Integration,Differentiation,pluralist,diversity,groups with own subcultures,Fragmentation,so ad hoc with anomalies,inconsistencies that no culture,strong culture=performance(,Luthans,1995),Shared-ness,Intensity,Proposition,strong culture leads to success,if,the organisations structure is suited to environmental conditions.This is a good predictor of short term performance.,How will you demonstrate the veracity of such a proposition?,Cultural Evolution and Socialisation,Organisational growth,founders as role models,Early business Quaker philanthropists,Generic problems(,Schein,1983),Adaptation and survival in face of externalities,Ensuring internal integration,Replication,applicants,Boundary,filtering,Socialisation,Peers,Role models,Rewards,Training,Rites,rituals,imitation,Full insider membership,Organisation,culture,The right stuff,Im in with the in-crowd,Bye,outsider,Packaging and transmission,Packaging cultural elements,Mission,Core values,Management style,Competencies,Ethical and environmental policy,Transmitting culture elements,Formal,informal,Events&activities in the culture transmission system,Hewlett Packard Way,Ben and Jerry,Body Shop,Disney,Corporate culture&competitive strategy,society,industry,organisation,Corporate culture,political ideologies,social values,institutional relations:business,labour,govt,concentration,social function of product,stage in lifecycle,competitive strategy,organisation structure,HR systems,competitive nichein product market,Fombrun,Tichy,&,Devanne,1984,Strategic HRM,Wiley,Cultural decline,performance decline,Peters and Watermans excellen
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