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 . 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.
Table of Contents
1. Introduction
2. Changing Organisational Culture?
2.1 Definition of Organisational Culture
2.2 Can culture be changed?
2.2.1 Culture is resistant to change
2.2.2 Culture can be systematically changed
2.3 The cycle of cultural evolution
3. Conclusion
Objectives and Topics
This essay explores the debate surrounding the susceptibility of organisational culture to intentional change. It examines the conflicting theoretical perspectives of "cultural purists," who argue that culture is inherently resistant to change, and "cultural pragmatists," who believe in systematic management. The research question addresses whether organisational culture can be actively manipulated by management or if it functions as an organic, evolutionary process.
- Theoretical models of organisational culture (Schein's levels of culture).
- Sources of organisational and individual resistance to change.
- Pragmatic principles for successful culture management.
- The role of leadership in cultural transformation.
- The concept of organisational culture as an evolutionary cycle.
Excerpt from the Book
2.2.1 Culture is resistant to change
As shown above in section 2.1 one of the main characteristics of organisational culture is its implicit character. Most of the constituent elements of the culture are not visible and often even unconscious which complicate the identification of the current dominant cultural pattern within the organisation. This fact can be seen as the basic problem of culture management within organisations. As you do nott know exactly how the existing culture looks like you do not know what you want to change. The deeper rooted the culture is in the heads and minds of the employees and in everyday life within the organisation the more difficult it is to identify the core values and assumptions and to finally influence them in a specific way (Brown 1998: 163). It is of no avail to alter only the surface level of culture such as the visible or written behavioural norms without paying attention to the underlying basic assumptions and values. This bottom-level of organisational culture is the most important factor to consider to ensure the success and the stability of cultural change but at the same time the most difficult to manipulate.
Summary of Chapters
1. Introduction: This chapter introduces the significance of organisational culture for performance and outlines the essay's intent to evaluate the feasibility of managing cultural change.
2. Changing Organisational Culture?: This main section explores the theoretical debate between pragmatists and purists, defines the three levels of culture, identifies specific sources of resistance, and evaluates guiding principles for systematic change.
2.1 Definition of Organisational Culture: This chapter defines organisational culture using Edgar Schein’s model, establishing the distinction between basic assumptions, espoused values, and artifacts.
2.2 Can culture be changed?: This chapter contrasts the purist view of culture as an unmanageable organic structure with the pragmatist perspective that views culture as a tool for business improvement.
2.2.1 Culture is resistant to change: This chapter details why deep-seated cultural assumptions are difficult to identify and manipulate, highlighting individual and structural barriers to change.
2.2.2 Culture can be systematically changed: This chapter outlines five guiding principles for managing cultural change, including strategy formulation and strong leadership, supported by a practical case study.
2.3 The cycle of cultural evolution: This chapter presents the evolutionary view, explaining how cultures shift in response to external crises rather than through deliberate, top-down control.
3. Conclusion: The conclusion synthesizes the findings, arguing for a moderate approach that acknowledges the evolutionary nature of culture while validating the utility of supportive management interventions.
Keywords
Organisational culture, Change management, Edgar Schein, Cultural resistance, Structural inertia, Pragmatism, Purism, Cultural evolution, Leadership, Values, Artifacts, Socialisation, Organisational behaviour, Cultural strategy, Corporate philosophy.
Frequently Asked Questions
What is the core focus of this work?
The work investigates the feasibility of intentionally changing organisational culture and evaluates whether it is resistant to management intervention or adaptable through systematic processes.
What are the primary theoretical lenses used?
The essay contrasts "cultural purists," who view culture as stable and resistant, with "cultural pragmatists," who believe culture can be managed to improve performance.
What is the author's central research question?
The central question is: "Can the culture of a company be actively manipulated to produce the ideal organisation?"
Which scientific methodology is employed?
The essay utilizes a literature-based analytical approach, integrating theoretical models—specifically Schein's three-level model—with practical case studies to balance academic theory and business reality.
What does the main body explore?
The main body breaks down the structure of culture, categorizes sources of resistance (such as fear of the unknown and structural inertia), and evaluates management principles that may assist in the transition of cultural norms.
Which keywords define this paper?
Key terms include organisational culture, change management, cultural resistance, structural inertia, and the evolutionary cycle of cultural change.
How does the "cycle of cultural evolution" apply to the argument?
It provides a third perspective suggesting that cultural change is not a linear, planned event but an evolutionary process triggered by crisis, where management can offer assistance rather than total control.
What does the case study of Siemens illustrate?
The Siemens case highlights the "cultural shock" that occurs when top-down cultural changes contradict deeply held employee values, demonstrating the difficulty of imposing change without internal support.
- Quote paper
- Philipp Kratschmer (Author), 2005, Organisational culture is highly resistant to change - Discuss, Munich, GRIN Verlag, https://www.grin.com/document/52460
