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Unit 3 Organisational Culture

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71 views2 pages

Unit 3 Organisational Culture

H

Uploaded by

shanicechikombe42
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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2.

Organisational culture

Collins and Porras (2000) define organisational culture ‘shared meaning held by
members that distinguish one organisation form other organisation’.
Organisational culture can also be called corporate culture. According to
Samugwede, (2012) culture provides patterned ways of thinking, feeling and
reactions that guide decision making and other activities of organisational
participants. Uniforms, flags, logos and language can be used to portray an
organisation’s culture. According to Samugwede, (2012) culture can be a
liability when the organisation moves into a more dynamic, market-driven
environment and fails to adjust to it. Organisations can also have subcultures.
Usually founding members of an organisation gives the organisation its initial
culture.

How does culture come about:

a. Founder and founding group establishes it.


b. It will be based in certain values, norms and beliefs shaped by the broader
culture and individual life experiences.
c. It’s then perpetuated by the finding followers who fit and are socialised
into the system.
d. Management’s role is shaping cultural values and followers comply with
the set values.

Advantages of corporate culture:

a. Provides and encourages some form of stability.


b. Provides an understanding on how members should behave to each other
and to the public.
c. Organisations with strong cultures attract, hold, and reward people for
performing roles and meeting goals.
d. A strong culture contributes to the long term success of organisations by
guiding behaviour and giving meaning to activities.
e. Shared values also generate motivation, cooperation, and commitment.
f. Helps differentiate one organisation from another in the same trade
society.
g. Leads to the effective and efficient organisational performance.
1
h. It provides an understanding on how members should behave to each
other and the public.

Arnold (2005) define organisational cultures the distinctive norms, beliefs,


principles and ways of behaving that combine to give each organisation a
distinct image.

Culture is consistent, observable patterns of behaviour of organisations.

There are four types organisational culture according to Quinn and Camero
(2013):

i. Clan oriented cultures are family like with focus on mentoring, nurturing
and doing things together.
ii. Adhocracy oriented cultures-are dynamic and entrepreneurial, with focus
on risk taking, innovation and doing things first.
iii. Market oriented cultures are result oriented, with a focus on competition,
achievement and getting the job done.
iv. Hierarchy oriented cultures are structured and controlled with focus on
efficiency, stability and doing things right.(gvt)

The right culture will be the one that closely fits the direction and strategy of a
particular organisation as it confronts its own issues and the challenges of a
particular time.

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