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1) cultural analysis - Coggle Diagram
1) cultural analysis
observable culture (symbols and signs of cuture)
what the dress code is
work hours
how employees behave
rituals and stories.
Surface level (top of the lily pond)
"the way things are done around here"
behavioural patterns that are taught to newcomers
https://ores.su/media/filer_public/38/9e/389e6649-33bc-4cd6-8157-437cbc94d171/09779ff3c12d6c373a9601ce674025c8c900f7e6.pdf
https://www.investopedia.com/articles/markets/041315/how-goldman-sachs-makes-its-money.asp
Dresscode -
https://www.theguardian.com/business/2019/mar/06/goldman-sachs-relaxes-dress-code-for-more-casual-environment
https://www.managementstudyguide.com/edgar-schein-model.htm
shared values (deeper level of anaysis, harder to define)
observing what is being said
what is being done
What are the values
learning about organisational goals and strategy
how the goals are achieved
declare their espoused values in organisational documentation and these provide a guide for both employees, and the larger public as to what the organisation holds as important.
values underpin the patterns for behaviour.
Recognised by the majority of employees
External adaptation
Means (what external forces are important)
Measurement (targets, measuring results)
Goals
Coping with success and failure
Mission and strategy
Notes from Helen
2) Organisational culture definition (ref) and 3 levels of culture analysis (ref)
3) Analysis of Observable culture (based on the evidence from the scenario) + conclusion on ethical climate (based on arguments from the literature) - short examples: what came out in the survey???
1) Start with ethical climate: Definition (ref) what makes it strong (ref).
4) Analysis of Shared values (based on the evidence from the scenario) + conclusion on ethical climate (based on arguments from the literature) - do they value hard work? is it a work hard, play hard mentality? it may not be through the whole org. but is is in Team 007 - it is not about results but the hours you put in...
5) Analysis of Common assumptions (based on the evidence from the scenario) + conclusion on ethical climate (based on arguments from the literature) - if you want to be successful - this is how you behave, act, this is who you are! This is how you fit in....
Conclusion. What does this tell us about the climate?
key elements of org culture
Culture is a mechanism that enables the organisation to regulate the behaviour of its employees, and this is partly evidenced by the established rules and procedures, and norms
When employee behaviour aligns with organisational design, structure and processes, a strong culture is said to exist – employees share common beliefs and behave similarly.
A sub-culture represents a group/s with a unique pattern of values and philosophy that is not inconsistent with the organisation's dominant values and philosophy.
A counterculture rejects the patterns of values and philosophy of the surrounding culture and this is best demonstrated in mergers and acquisitions. Boisnier and Chapman (2002) argue that the life of countercultures may emerge for relatively short periods of time, in strong cultures as a way of employees re-asserting their behavioural freedom.
common assumptions (hard to analyse, bottom of the pond)
organisational mindset and beliefs
developed through joint experiences.
they are the deeper taken-for-granted truths, beliefs, perceptions, feelings that guide behaviour, tell group members how to perceive, think about, and feel things (Argyris & Schon, 1974, 1996)
What is org. culture
Organisational culture is defined as ‘the values and assumptions shared within the organisation’ (McShane et al., 2019, p. 479) and as such it shapes and directs employee behaviour.
It can be described as an organisation’s DNA, implying that no two organisations have identical organisational culture.
Culture is the personality or character (YouTube)
Internal integration
Power and status
Power and status (communication, friendships)
Group and team boundaries
Martin's perspective of culture
Differentiated (this view recognises the diversity within organisations which spawns subcultures that are 'sometimes in harmony, sometimes in conflict, and sometimes indifferent to one another' (Martin,2002); however, these cultures are in tune with the dominant culture;
Fragmented (this view of culture recognises that there is no pattern of meaning within the organisation and any consensus that exists is related to issues rather than having a single clear, shared cultural reality; Martin (2004) likens it to a room full of spider webs, constantly being destroyed and rewoven.
Integrated (the view that culture is a system of shared meanings, and those within are united; managers reinforce, integrate and bind people together via the core values which are pervasive);
Organisational culture can be destructive
Whistleblowing
Counteractive behaviour
Stress
Work hours and mental health -
https://dyslexia.org.sg/images/publications/apjdd/vol7no1/APJDD-Vol7-No1-2020.pdf#page=133
https://ebookcentral.proquest.com/lib/csuau/reader.action?docID=448938
- IMPORTANCE OF LEADERSHIP