1. Organisational Culture
From Chapter 12
Organisational
Culture 1

2. Culture is
“A pattern of basic assumptions—invented, discovered or developed by a given group as it learns to cope with its problems of external adaptation and internal integration—that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think and feel in relation to those problems .”
- Edgar Schein

3. Culture is multilayered
“ Culture come in layers, like an onion. To understand it you have to unpeel it layer by layer. On the outer layer are the products of culture, like soaring skyscrapers of Manhattan, pillars of private power, with congested public streets between them. These are expressions of deeper values and norms, in a society, that are not directly visible (values such as upward mobility, ‘the more the better’, status and material success). The layers of values and norms are deeper within the ‘onion’ and are more difficult to identify.”
(Trompenaars & Hampden-Turner)

4. Culture is multilayered

5. Cultural Influences on Organisations

6. Foundations of Organisational Culture
Organisational culture = shared values and beliefs that underlie a company’s identity
Two organisational values (espoused & enacted)
Espoused = the stated values and norms preferred by an organisation
Enacted = the values and the norms that are exhibited by employees

7. Cultural Web from: Johnson et al: Exploring Corporate Strategy
The cultural web (1)
The cultural web shows the behavioural, physical and symbolic manifestations of a culture that inform and are informed by the taken-for- granted assumptions, or paradigm, of an organisation.
Cultural Web from: Johnson et al: Exploring Corporate Strategy

8. The paradigm The paradigm:
The paradigm is the set of assumptions held in common and taken for granted in an organisation.
The paradigm:
is likely to be about basic but fundamental assumptions about the organisation (e.g. Policing is about ‘thief taking’).
informs what people in the organisation do.
influences how organisations respond to change.

9. The cultural web (2)

10. The cultural web (3) Stories
Tend to be about heroes, villains, mavericks, successes and disasters.
What core beliefs do the stories reflect?
What stories are commonly told, e.g. to newcomers?
How do stories reflect core assumptions and beliefs?
What norms do mavericks
deviate from?
The style/artwork can be tidied up here.
Stories
Paradigm

11. The cultural web (4) Symbols
Symbols are objects, events, acts or people that convey meaning over and above their functional purpose.
What objects, people or events do people in the organisation particularly identify with?
What are these symbols related to in
the history of the organisation?
What aspects of strategy are
highlighted in publicity?
Symbols
Paradigm

12. The cultural web (5) Power structures
Where does power reside?
Who makes things happen?
Who stops things happening?
Indicators include:
status
claim on resources
symbols of power
Paradigm
Power
structures

13. The cultural web (6) Structure
What are the formal but also informal organisational structures?
Do structures encourage collaboration or competition?
What types of power structure
do they support?
Paradigm
Organisation
Structure

14. The cultural web (7) Control systems
What is closely monitored/controlled?
Formally
Informally (e.g. social control)
Is emphasis on reward or punishment?
Are controls rooted in history or
current strategies?
Are there many/few controls?
Paradigm
Control
systems

15. The cultural web (8) Rituals and routines
Which are embedded in history?
What behaviour do routines encourage?
What are the key rituals?
What assumptions and core beliefs do rituals reflect?
What do training programmes
emphasise?
How easy are routines/rituals
to change?
Rituals/
routines
Paradigm

16. Undertaking cultural analysis
When conducting cultural analysis:
The cultural web – can help build an understanding of a culture
Statements of cultural values – be aware that statements in company reports (e.g. values statements) can be misleading about the actual culture
Pulling it together – a cultural web can be detailed, it can be useful to summarise the essence of a culture in a few brief statements.

17. Embedding Culture through
Formal statements of organisational philosophy, mission, vision, values, and materials used for recruiting, selection and socialisation
The design of physical space, work environments, and buildings
Slogans, language, acronyms, and sayings
Deliberate role modeling, training programs, teaching and coaching by managers and supervisors
Explicit rewards, status symbols (e.g., titles), and promotion criteria
Stories, legends, and myths about key people and events