4.4 Cultural Web Case Study
4.4 CULTURE
Johnson, Scholes and Whittington speak about a cultural web which demonstrates the analysis of organizational culture. Behaviors were seen through stories, symbols, power structure, organizational structures, control systems and rituals and routines, which make up the paradigm of the cultural web. See below.
The layman understanding of culture can be simply translated to persons in an organizational setting stating how things are done there, how work is performed, what may or may not be acceptable, and further what behavior is encouraged and discouraged.
If it is that the study of Organizational Behavior (OB) is to understand the individual and group behavior including the patterns of structure in order to improve organizational …show more content…
An example would be that, a customer bought a pair of safety boots for his brother a gift but got the size incorrect. He returned two hours later but was told that the permission for the sales clerk to change the boots had had to be approved by the CEO, who was not in office at the time, and the customer had had to wait two days for approval for the item to be …show more content…
5.3 CULTURE
The culture of the organization is such that every employee does what he or she determines what their job function is to be for the very minimum, and performs just at that level. This translates to the fact that there is no goal oriented guidance in place and that the employees have not evolved into what is required as there is no Organizational Development (OD) mechanisms in place. Of course, with the understanding that Organizational Development (OD) is indeed action oriented and tailored to suit a specific need or set of needs, it is therefore concerned with the holistic examination of organizational health and the implementation of intentional change strategy.
With the present collection of attitudes, traditions and policies currently engrained in the employees, the culture is that of an “us (employees) against them (management)” protocol where every step forward in the direction of the organizational objectives are met with severe resistance.
6.
Johnson, Scholes and Whittington speak about a cultural web which demonstrates the analysis of organizational culture. Behaviors were seen through stories, symbols, power structure, organizational structures, control systems and rituals and routines, which make up the paradigm of the cultural web. See below.
The layman understanding of culture can be simply translated to persons in an organizational setting stating how things are done there, how work is performed, what may or may not be acceptable, and further what behavior is encouraged and discouraged.
If it is that the study of Organizational Behavior (OB) is to understand the individual and group behavior including the patterns of structure in order to improve organizational …show more content…
An example would be that, a customer bought a pair of safety boots for his brother a gift but got the size incorrect. He returned two hours later but was told that the permission for the sales clerk to change the boots had had to be approved by the CEO, who was not in office at the time, and the customer had had to wait two days for approval for the item to be …show more content…
5.3 CULTURE
The culture of the organization is such that every employee does what he or she determines what their job function is to be for the very minimum, and performs just at that level. This translates to the fact that there is no goal oriented guidance in place and that the employees have not evolved into what is required as there is no Organizational Development (OD) mechanisms in place. Of course, with the understanding that Organizational Development (OD) is indeed action oriented and tailored to suit a specific need or set of needs, it is therefore concerned with the holistic examination of organizational health and the implementation of intentional change strategy.
With the present collection of attitudes, traditions and policies currently engrained in the employees, the culture is that of an “us (employees) against them (management)” protocol where every step forward in the direction of the organizational objectives are met with severe resistance.
6.