CULTURE AND MANAGEMENT

WHAT IS CULTURE?
the word "culture" is most commonly used in

three basic senses:

Excellence of taste in the fine arts and humanities, also known as high culture

An integrated pattern of human knowledge, belief, and behaviour that depends upon the capacity for symbolic thought and social learning The set of shared attitudes, values, goals, and practices that characterizes an institution, organization or group

CONT..

eighteenth and nineteenth-century--as in agriculture or horticulture nineteenth century--betterment or refinement of the individual, especially through education, and then to the fulfillment of national aspirations or ideas mid-nineteenth century-- some scientists used the term "culture" to refer to a universal human capacity twentieth century, "culture" emerged as a concept central to anthropology, encompassing all human phenomena that are not purely results of human genetics Following world war II, the term became important, in other disciplines such as cultural studies, organisational psychology and management

ORGANISATIONAL CULTURE

An idea in the field of organisational studies and management psychology, attitudes, experiences, beliefs and values (personal and cultural values) of an organization

the specific collection of values and norms that are shared by people and groups in an organization

organizational values, also called as "beliefs and ideas about what kinds of goals members of an organization

FOUR ESSENTIAL ELEMENTS

GROUP THINK

"a quick and easy way to refer to a mode of thinking that people engage when they are deeply involved in a cohesive in-group, when members' strive for unanimity override their motivation to realistically appraise alternatives of action" Innovative organizations need individuals who are prepared to challenge the status quobe it groupthink or bureaucracy, and also need procedures to implement new ideas effectively

TYPOLOGY OF ORGANISATIONAL CULTURES

The

Process Culture Power Culture Role Culture Task Culture Person Culture

THE CONSTRUCTIVE CLUSTER

THE FOUR CULTURAL NORMS IN THIS CLUSTER ARE:
Achievement Self-Actualizing Humanistic-Encouraging Affiliative

THE PASSIVE CLUSTER

Approval Conventional Dependent Avoidance

THE AGGRESSIVE CLUSTER

Oppositional
Power

Competitive
Perfectionistic

ELEMENTS
The Paradigm Control Systems Organizational Structures Power Structures Symbols Rituals and Routines Stories and Myths

ORGANISATIONAL CULTURE AND CHANGE

'leadership' that affects culture rather than 'management'

Corporate culture is something that is very hard to change and employees need time to get used to the new way of organizing Corporate culture is the total sum of the values, customs, traditions, and meanings that make a company unique Organizational culture and corporate culture are often used interchangeably but it is a mistake to state that they are different concepts All corporations are also organizations but not all organizations are corporations Organizations include religious institutions, not-for-profit groups, and government agencies

TIME MANAGEMENT AND CULTURE

The two main protagonists in managing activities (time) are: sequential way synchronically organized cultures

CONCLUSION

companies should understand and nurture their cultures adapt to diverse and changing circumstances influencing strategies for changing organisational culture and overcoming resistance to change programs departmental method of working Changes may cause confusion, conflict and resistance Managers need to understand the nature and role of culture and how it may be altered. When the role of culture is more clearly defined, managers can better understand its importance in managing organisational change and its impact on day-to-day decision-making.

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