Organisational Culture
The term organisational culture means many different things to many different people. Hofstede et al. (1990, p. 286) states that there is no consensus about the definition of organisational culture. In this essay, organisational culture will be discussed, focusing on defining and exploring it and how it impacts organisations. The essay will initially explore and discuss the constructs of organisational culture including the founder’s influence, the selection and socialisation processes that arise from these. Further, the essay will discuss the different levels of organisational culture, long with the different existent strengths and it will identify what a strong organisational culture is. And finally, the essay will discuss the advantages and disadvantages of a strong organisational culture.
To fully understand organisational culture, the ideas and writing of recognised practitioners should be considered. According to Schein (2004, p.17), organisational culture is defined as a ‘pattern of shared basic assumptions that was learned by a group as it solved it problems of external adaption and internal integration’. He goes on to note that this process had worked well enough as a solution to the issues and problems faced by that organisation that it is considered valid and is taught and passed on to new members as the accepted practice (Schein 2004, p.17). Hofstede (1990, p. 286) contends that most authors would probably agree organisational culture recognises, the following characteristics of organisational culture constructs: that it is 1) Holistic, 2) Historical, 3) Related to anthropology, 4) Socially constructed, 5) Soft and 6) Difficult to change, as one integrated construct. In contrast, while Schein points to a specific definition around accumulated shared learning, Hofstede rather contends that organisational culture is the six constructs of organisational culture, recognised as one integrated construct.
The genesis of organisational culture is
To fully understand organisational culture, the ideas and writing of recognised practitioners should be considered. According to Schein (2004, p.17), organisational culture is defined as a ‘pattern of shared basic assumptions that was learned by a group as it solved it problems of external adaption and internal integration’. He goes on to note that this process had worked well enough as a solution to the issues and problems faced by that organisation that it is considered valid and is taught and passed on to new members as the accepted practice (Schein 2004, p.17). Hofstede (1990, p. 286) contends that most authors would probably agree organisational culture recognises, the following characteristics of organisational culture constructs: that it is 1) Holistic, 2) Historical, 3) Related to anthropology, 4) Socially constructed, 5) Soft and 6) Difficult to change, as one integrated construct. In contrast, while Schein points to a specific definition around accumulated shared learning, Hofstede rather contends that organisational culture is the six constructs of organisational culture, recognised as one integrated construct.
The genesis of organisational culture is
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