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Organisational Culture - Coggle Diagram
Organisational Culture
- Values & assumptions shared within an org
- Provides direction toward the "right way" of doing things
- Company's DNA: Invisible, yet powerful template for employees behaviour
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- Espoused values: Values set by the org or socially desirable
- Enacted values: Actually put into practice
- Organisational culture models & measures tend to:
- Oversimplify diversity of cultural values among employees
- Ignore shared assumptions aspect of culture
- Assume company cultures are clear, unified & easily decipherable
Organisational Culture Profile
- Innovation: Experimenting, opportunity seeking, risk taking
- Stability: Predictability, security, rule-oriented
- Respect for people: Fairness, tolerance
- Outcome orientation: Action-oriented, high expectations, results-oriented
- Attention to detail: Precise, analytic
- Team orientation: Collaboration, people-oriented
- Aggressiveness: Competitive, low emphasis on social responsibility
Extent of Cultures Felt
Dominant Culture
- Values & assumption shared most consistently & widely
Subculture
- Located throughout the organization
- Culture shared within teams/department/cluster/geographical location
Countercultures
- Subculture that oppose dominant culture (e.g.: HR knocking off by 6pm vs other dept OT)
- 2 functions of countercultures:
- Surveillance & critical review of dominant culture
- Source of emerging values that keep the org aligned to its evolving business environment (Wake up call)
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- Actions of Founders & Leaders
- Founder's values & personality
- Aligning artifacts
- Introduce culturally consistent rewards/recognitions
- Rewards are powerful artefacts
- Support workforce stability & communication
- To reduce turnover which may weaken organizational culture
- Open communication serves to build up the culture
- Attraction, selection & socialization for cultural "fit"
- Attraction–selection–attrition theory (“survival of
those who fit”)
- Socialization practices (process by which individuals learn values, expected behaviors, and social knowledge needed to assume their roles in org)
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