Framework for organisational culture, Project Management

According to Schein (2004),culture is essentially an established pattern of behavior built on shared basic assumptions generated by tackling crucial external adaptions and internal integration challenges. Healthy cultures form when the pattern of behavior has been successful enough to be considered rationally valid and then taught to new comers...and which is extended and both deepened and broadened by the commitment of its members. The nature of external opportunities and challenges, and nature of internal structure, size and other elements, determines the assumptions and behaviours needed there is no universal culture. It is vital to change the culture/environment to promote respect, value opinions of employees, managers and employees' training and development, to encourage involvement and innovation.Culture is often overlooked when change is proposed, and yet it is by far the most influential factor in any organisation regarding the management of people, its customers, suppliers, stakeholders and shareholders.

Charles Handy (1985) identified four types of culture constructed on power, role, task andpersonality;

1.      The entrepreneurial structure and power culture - this places emphasis on centralisation of power, for example the power islocated at the core of the business.Power and authority flows outward from the centre with controlexercised by appointing loyal individuals to key can, however, lead to dysfunctional competition and disaffection inlower levels.

2.      The bureaucratic structure and role culture - is based on logic and rationality rather than personality and it focuses on roles with corresponding decentralisation of power,authority, tasks and responsibilities. Role cultures are better suited to predictable conditions and find itmuch more difficult to adapt to changing conditions.A role culture is therefore potentially frustrating for the ambitious whowish to exercise discretion.

Organisational researcherssuch asHodgetts and Luthans (2003:486),, (1992),Johnson (1988:75), Harrison & Stokes (1992) found five characteristics helpful to the understanding of culture are;

1.      The nature of leadership - this refers to the way that power andauthority are exercised in the organisation. An authoritarian culturewould see major decisions taken at the centre with little or noconsultation with lower levels.

2.      The values of the organisation - the values of an organisation such asToyota International produced a distinctive culture based onrespect for the environment and living creatures.

3.      Dominant behaviour patterns - of key position holders such as themanaging director for example their behaviour will help determine what isexpected and whether actual behaviour lives up to expectations.

4.      The mission statement and vision: this will have an important impactto the extent to which it is clear, communicated and embraced by alllevels of the organisation.

5.      Receptiveness to change-Environmental Influence andDemand forchange, create an organization culture that makes adaptation to changes in the environment easy.

Posted Date: 8/9/2012 6:45:26 AM | Location : United States

Related Discussions:- Framework for organisational culture, Assignment Help, Ask Question on Framework for organisational culture, Get Answer, Expert's Help, Framework for organisational culture Discussions

Write discussion on Framework for organisational culture
Your posts are moderated
Related Questions
Develop a work breakdown structure (WBS) for the project based on the Summary of Project Deliverables in the scope statement. Recall that a WBS is a set of deliverable-oriented gro

Question 1: (a) Enumerate five objectives of public procurement systems contained in the UNCITRAL Model Law on Procurement of Goods and Construction. (b) Compare and c

Advantages of Rules In addition to the general societal advantage of rules referred to above, the organization and its employees can derive the following benefits from the inst

Line Balancing Methods  The various line balancing methods or techniques used are: Heuristic Methods Linear Programming Kilbride and waste Methods

Q. What if I need more time in my project? A competent as well as professional project manager is always up front with the sponsor or senior management. The meeting perhaps unc

Scope of Process Design  Design of manufacturing process starts with the receipt of product specifications and ends with the final plan for the manufacture of the product. The

What is Buffering in risk management? Buffering: Buffering or slack is the allowance of additional cost, resources or time for example ‘just in case’ specific events or r

a) Provide a detailed evaluation of an equity investment decision in the current economic climate. Your briefing should include: i)  A review of the 'top-down' analysis tha

H i stograms Histograms show a visual summary of the data, which is simple to understand. Raw data is difficult to understand and a pictorial representation helps to understa

RF and JT are both former international rugby players who, when they retired, formed their own business, WFH Trading Company.  The company that they established initially manufactu