People in Organization : Topic 6: Managing Culture and Change

Muhammad Fiqri Rihyawan 29316056

Christensen - What is an Organizational Culture
Organizational culture affects and regulates the way members of the organization think, feel
and act within the framework of that organization. Culture is the result of common learning
experiences. Because culture forms the basis of group identity and shared thought, belief, and
feeling, one of the most decisive and important functions of leadersparticularly the
founders of a companyis the creation and management of its culture.
Culture is a property of an independently defined social unita unit whose members share a
significant number of common experiences in successfully addressing external and internal
problems. Strong culture is one of the most powerful tools that a skilled manager can wield. it
is also essential to consistent decision-making as the organizations size and scope expand.
There are four specific instances in which it is extremely important for a manager to
understand an organizations culture in a rigorous, detailed way. These include: 1) when he or
she first joins a new organization as a manager; 2) when one company acquires another; 3)
when the manager is coordinating the efforts of different functional groups within his or her
organization; and 4) when the manager is confronting the need to fundamentally change the
companys strategic direction, and by implication, its culture.
National Cultures and Work-Related Values - The Hofstede Study
Cultural differences in underlying assumptions can significantly affect interactions when
individuals from various nationalities meet.
Culture can be broken down into four dimensions that explained many observed differences
in organizational systems and managerial behaviour. The dimensions itself are:
Power distance, this reflects the extent to which a national culture accepts and renforces the
fact that power in institutions and organizations is distributed unequally.
uncertainty avoidance, this indicates the degree to which a national culture values the
reduction of uncertainty and ambiguity.
Individualism, value loosely knit on social framework in which people are expected to take
care of themselves and their immediate families. Collectivism, are characterized by a tight
social framework in which people distinguish between in-groups and out-groups, expecting
their in-group to look after them in exchange for loyalty
Masculinity-femininity also encompasses two poles. The masculinity end reflects the extent
to which a culture dominant values conform to a traditional view of male sex-role
characteristics-assertiveness and the acquisitions of material goods. The femininity pole
reflects dominant values that conform to a traditional view of female sex role characteristics
emphasis on caring for others and quality of life.
Cameron - A Process for Changing Organizational Culture
Almost all organizations develop a dominant type of organizational culture over time, and
these culture types can be reliably and validly assessed using an instrument based on the
competing values framework. Types of cultures form as certain values, assumptions, and
priorities become dominant when organization address challenges and adjust to changes.
These dominant cultures help the organization remain consistent and stable as well as
adaptable and flexible in dealing with the rapidly changing environment. Organizational
cultures often change in predictable ways over time. Without a change in culture, downsizing,
mergers and acquisitions, and teamwork often fall short of expectations.