UNIVERSITY of LIMERICK
O L L S C O I L L U I M N I G H
Department of Personnel and Employment Relations
Module: PM 4325 Organisational Behaviour

Organisational culture is highly resistant to change - Discuss

by: Philipp Kratschmer

Table of contents

1. Introduction  1

2. Changing Organisational Culture?  1

2.1 Definition of Organisational Culture 1
2.2 Can culture be changed?  3

2.2.1 Culture is resistant to change 3
2.2.2 Culture can be systematically changed  6

2.3 The cycle of cultural evolution  8

3. Conclusion 10

Bibliography  11
 

1. Introduction

Organisational culture is nowadays considered as a crucial factor that strongly influences the performance of organisations. From a manager’s point of view cultural aspects therefore move into the centre of attention (Ogbonna and Harris 1998: 273). Because of its specific features organisational cultures tend to have a persisting character. Nevertheless its systematic change is one of the most relevant topics within the field of change management. This essay therefore discusses the question whether organisational culture is resistant to change or not. Starting with a working definition based on Schein’s (1992) model of organisational culture, this essay examines the possibilities of changing organisational culture and the barriers that aggravate change. The essay integrates both, the pragmatist and the purist perspective and gives therefore a balanced analysis of the question. Examples will link theory with practice and support the arguments that have been put forth. The conclusion finally summarizes the implications that have been made and states the author’s opinion towards the initial question.

2. Changing Organisational Culture

In order to analyse the possibilities for changing organisational culture the object of investigation first must be clarified (Section 2.1). The next paragraph (Section 2.2) looks at the two dominant different theoretical perspectives – pragmatism and purism – and examines the logic of their arguments by looking at some practical examples. The focus lies thereby on the question if organisational cultural can change at all and if this change can be managed or not. Section 2.3 describes a third perspective that strikes a balance between the two extreme positions. Based on the cycle of cultural evolution proposed by Dyer (1985) it will be shown that cultural change can be initiated and supported by the management but the actual process and the outcome are very difficult to influence.

2.1 Definition of Organisational Culture

The definition of culture in general and organisational culture in particular is subject to lively discussions within the scientific debate. In the context of change management there are many different perspectives on organisational culture that highlight different aspects. One of the best known definitions is the model of organisational culture proposed by Edgar Schein ‘Organisational culture is highly resistant to change.’ (Morley et al. 1998). Discuss (1992). The essay takes this model of organisational culture as a starting point for the further examination because it is the most appropriate for the examined question.¹ According to Schein organisational culture is build up of three different levels.² The core of organisational culture can be described as a set of basic assumptions that guide the perception and the action of an organisation. These assumptions are mostly invisible and unconscious. The members of the organisation take them for granted and do normally not question them as they are present in the organisation for a long time. The mid-level of organisational culture consists of so-called espoused values which are commonly shared by the members of the organisation. These values or beliefs are nevertheless still invisible to a high degree. Some companies try therefore to create a formal mission statement or a corporate philosophy to concretise these unwritten behavioural directives (Schreyögg 2003: 628). These mostly unconscious and invisible values and assumptions find their expression in the top level of organisational culture. This surface level consists of artifacts and builds the visible embodiment of an organisation’s culture. Artifacts can take a multitude of different forms such as corporate language or style of clothes, stories or tales about the company and celebrations and traditions. It must be stated that these three levels do not stand separate to each other but are interdependent. Each of the three different levels and the relationship between them is necessary to understand organisational culture in its entirety. Figure 1 illustrates these levels and gives a brief description of the respective characteristics.

Figure 1: Levels of organisational culture (According to Schein 1992: 17) [figur only in downloadfile]

[...]

1 There are many other well established definitions of organisational culture such as Hofstede’s (1991) which can not be taken into account in this essay.

2 See Schein (1992), Morley et al. (2004) or Schreyögg (2003) for more information about the structure of organisational culture as it can not be described here in every detail.