The understanding and assessment of culture is a vital part of the management of an organization and the ability of managers to understand and assess the culture can play a crucial role in how effectively individuals and teams and organizations operate. Morgan (1998, p138) suggested the culture of an organization could be found in the ‘ organizational structure, rules, policies, goals, missions, job descriptions and standard operating procedures’….and this acted as a ‘primary points of reference for the way people think about and make sense of the contexts in which they work’.
There are a varied number of definitions of culture which encompasses the individual, local, national and global cultures that exist within organizations and individuals.
Dutch author, Hofstede (1984, p51) offered a broad and globally encompassing definition by suggesting ‘culture is the collective programming of the human mind that distinguishes members of one human group from another. Culture in this sense is a system of collectively held values’
Table of Contents
1. Introduction
2. Organizational Culture
3. Modernist perspective
4. Postmodernist perspective
5. Symbolic
6. Conclusion
Objectives and Topics
This work aims to explore and critically analyze the concept of organizational culture by examining it through three distinct theoretical lenses: the modernist, postmodernist, and symbolic perspectives, to understand how culture is defined, managed, and manifested within organizations.
- Modernist perspective on cultural control and management
- Postmodernist challenges to shared organizational narratives
- Symbolic meaning, artifacts, and communication in organizations
- Integration, differentiation, and fragmentation as cultural viewpoints
- Socialization processes and the role of values and assumptions
Excerpt from the book
Modernist perspective
The modernist perspective of culture assumes culture can be understood and is based on truths and knowledge which can be controlled and could be used as an aiding tool for the management of an organization.
Schein (2004) identified three levels in organizational cultures; these were (i) Artifacts and Behaviors (ii) Espoused Values and (iii) Assumptions.
(i)Artifacts and Behaviors – the first level included physical or verbal elements in an organization such as office furniture, office dress code, office banter and history.
(ii) Espoused Values – the second level are the organizations stated or desired cultural elements. The Espoused values are often written like a code of conduct and forms the mantra.
(iii) Assumptions – the third level represents the current values that the culture represents these are often embedded in the office culture to an extent that they are difficult to recognize from within.
Schein offered an important contribution to understanding organizational culture. Creating a performance culture is vital to the success of any organization. McCarthy & Stein (2003.p97) succinctly stated ‘business agility to permeate all aspects of a business, the ability to sense recognize and act decisively must become part of your culture and be reflected in the people you hire and the strategies you espouse’
Scheins modernist perspective assumes culture is phenomena that can be understood by managers and managed as an instrumental aid, Cunliffe (2008, p67) suggested that’ managers can shape culture through vision and value statements, etc., through their actions and expectations, by creating systems that support the organizations values, and by structuring the organization in particular ways’.
Summary of Chapters
Introduction: Provides a foundational overview of organizational culture, highlighting key definitions from scholars like Hofstede and Schein regarding how values and assumptions shape an organization.
Organizational Culture: Discusses the visibility of culture, noting that it comprises both explicit artifacts like mission statements and implicit elements like values and subcultures.
Modernist perspective: Explores the view that culture is an instrumental tool that can be managed and controlled through identified levels, such as artifacts, espoused values, and assumptions.
Postmodernist perspective: Challenges the idea of a singular shared culture, introducing concepts like intertextuality and fragmentation to explain how multiple, often contradictory, realities coexist.
Symbolic: Examines culture as a system of meanings embedded in rituals, gestures, and symbols that communicate organizational values and control.
Conclusion: Synthesizes the different perspectives, emphasizing that organizations contain complex, multifaceted cultures that exist simultaneously across various levels.
Keywords
Organizational Culture, Modernism, Postmodernism, Symbolic Perspective, Shared Values, Artifacts, Schein, Socialization, Intertextuality, Fragmentation, Differentiation, Integration, Performance Culture, Management, Symbolism
Frequently Asked Questions
What is the core focus of this work?
The work focuses on analyzing the concept of organizational culture by evaluating how it is interpreted through different theoretical frameworks and managed within a business context.
What are the primary themes discussed?
The central themes include the management of organizational culture, the role of values and assumptions, the impact of symbolism, and the critique of shared cultural narratives.
What is the main research objective?
The objective is to provide a comprehensive look at how organizational culture functions, specifically contrasting the view that it can be controlled with the view that it is a complex, fragmented phenomenon.
Which scientific methods are utilized?
The paper utilizes a literature-based theoretical analysis, synthesizing key concepts from organizational theorists like Schein, Hofstede, Martin, and Boje.
What is covered in the main body?
The main body examines three major perspectives: the modernist (management-focused), the postmodernist (narrative and fragmentation-focused), and the symbolic (meaning-focused).
Which keywords characterize this research?
The research is characterized by terms such as organizational culture, modernist perspective, postmodernist perspective, symbolic meaning, and organizational socialization.
How does the modernist perspective define organizational culture?
Modernism views culture as a manageable asset that can be understood through distinct levels—artifacts, espoused values, and underlying assumptions—allowing managers to steer organizational performance.
What does the postmodernist perspective argue regarding "shared" culture?
It argues that a single, unified shared culture is often an illusion, suggesting instead that organizations are characterized by fragmentation, competing narratives, and multiple, interwoven realities.
What is the "dramaturgical perspective" mentioned?
It is a framework proposed by Erving Goffman that likens organizational life to a theatrical performance, with a "front stage" for public presentation and a "back stage" where workers express their true selves.
How do symbols function in an organization according to the text?
Symbols serve as a flexible medium for communication, projecting images to the public and defining shared values or control mechanisms among employees.
- Quote paper
- Abdul Aziz (Author), 2015, Perspectives on the concept of culture in Organizations, Munich, GRIN Verlag, https://www.grin.com/document/508171
