Organizational culture exists on different levels, which differ in terms of visibility and resistance to change.
The least visible or deepest level is that of basic shared assumptions, which represent beliefs about the organization needs to be run.
The next level of culture is that of cultural values, which represent collective beliefs, assumptions and feelings about what things are good, normal, rational, valuable and so on. These values tend to persist over time even when organizational membership changes. The next level is that of shared behaviors, including norms, which are more visible and somewhat easier to change than values. The most superficial level of organizational culture consists of symbols. Cultural Symbols are words (jargon or slang), gestures and pictures or other physical objects that carry a particular meaning with the culture.
Developing Organizational Culture
An organizational culture forms in response to two major challenges that confront every organization:
An organizational culture emerges when members share knowledge and assumptions as they discover or develop ways of coping with issues of external adaptation and internal integration.
The national culture, customs and societal norms of the country also shape the culture of the organizations operating in it.
According to David Drennan, the twelve key casual factors, which shape a company’s culture, are:
Maintaining Organizational Culture
The ways in which an organization functions and is managed may have both intended and unintended consequences for maintaining and changing organizational culture.
Methods of maintaining organizational culture
Changing Organizational Culture
The same basic methods used to maintain an organization’s culture can be used to modify it. Changing organizational culture is difficult primarily because assessing accurately the existing culture is itself a tough proposition. Most large complex organizations actually have more than one culture. GE for example, has distinctly different cultures in different parts of its multi divisional, world wide operations. These multiple cultures are called subcultures.Every organization will have at least three cultures – an operating culture(line employees), an engineering culture(technical and professional people), and an executive culture(top management) stemming from the very different views and perceptions held by these groups of people.
Successfully changing organizational culture requires:
Understanding the old culture first because a new culture can’t be developed unless managers and employees understand where they are starting.
Resistance to Cultural Change = Magnitude of change X Strength of the prevailing culture.
Therefore, cultural change involves tremendous amount of efforts and time and also need skillful people to manage this change successfully.
Indeed, any comprehensive change program in an organization, in some sense, is an attempt to change the organizational culture.
Organisational Behaviour Related Tutorials
|HR Management Tutorial||Principles of Management and Organisational Behaviour Tutorial|
|Employee Supervision Tutorial||Performance Management Tutorial|
|Organizational Design Tutorial|
Organisational Behaviour Related Interview Questions
|HR Management Interview Questions||Principles of Management and Organisational Behaviour Interview Questions|
|Job Evaluation Interview Questions||Leadership Interview Questions|
|Organization & Management Fundamentals Interview Questions||Organizational Culture Interview Questions|
|Talent Management Interview Questions||Performance Management Interview Questions|
|Organizational Design Interview Questions|
Organisational Behaviour Related Practice Tests
|HR Management Practice Tests||Job Evaluation Practice Tests|
|Leadership Practice Tests||Organization & Management Fundamentals Practice Tests|
|Organizational Culture Practice Tests|
All rights reserved © 2020 Wisdom IT Services India Pvt. Ltd
Wisdomjobs.com is one of the best job search sites in India.