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.
Inhaltsverzeichnis (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
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This essay examines the assertion that organizational culture is highly resistant to change. It begins by defining organizational culture using Schein's (1992) model, exploring the three levels of culture: artifacts, espoused values, and basic underlying assumptions. The essay then investigates the contrasting perspectives of cultural purists (who believe culture is largely unchangeable) and cultural pragmatists (who believe culture can be systematically modified). Finally, it explores a balanced perspective that considers the cyclical nature of cultural evolution.
- Defining Organizational Culture and its Levels
- The Debate on the Changeability of Organizational Culture
- The Role of Basic Assumptions in Cultural Change
- The Cyclical Nature of Cultural Evolution
- Practical Examples of Cultural Change and Resistance
Zusammenfassung der Kapitel (Chapter Summaries)
1. Introduction: This introductory chapter sets the stage for the essay by establishing the significance of organizational culture in influencing organizational performance. It introduces the central question of whether organizational culture is inherently resistant to change, outlining the essay's structure and methodology. The chapter highlights the importance of a balanced approach, integrating both pragmatist and purist perspectives on organizational culture change, and promises to use practical examples to illustrate theoretical concepts.
2. Changing Organisational Culture?: This chapter delves into the core argument of the essay. It begins by clarifying the definition of organizational culture, employing Schein's (1992) three-level model to differentiate between artifacts, espoused values, and basic underlying assumptions. The chapter then explores the contrasting viewpoints of cultural purists and pragmatists regarding the possibility of systematically changing organizational culture. It examines the difficulties in changing deeply ingrained cultural assumptions and values, contrasting this with the potential for more superficial changes in artifacts and espoused values. The chapter lays the groundwork for exploring the concept of a cyclical process of cultural evolution, setting the stage for a more nuanced understanding of cultural change. It explicitly states that the ease of altering the different levels of culture varies greatly; changing surface-level artifacts is far easier than altering deeply rooted values or assumptions.
Frequently Asked Questions: A Comprehensive Language Preview
What is the overall topic of this text?
This text examines the question of whether organizational culture is resistant to change. It explores different perspectives on the changeability of culture, including the views of "cultural purists" and "cultural pragmatists," and proposes a balanced perspective that considers the cyclical nature of cultural evolution.
What are the key themes explored in the text?
Key themes include defining organizational culture (using Schein's three-level model: artifacts, espoused values, and basic underlying assumptions), the debate surrounding the changeability of organizational culture, the role of basic assumptions in cultural change, and the cyclical nature of cultural evolution. Practical examples of cultural change and resistance are also discussed.
How is organizational culture defined in this text?
The text utilizes Schein's (1992) three-level model to define organizational culture. This model distinguishes between artifacts (visible elements), espoused values (stated beliefs), and basic underlying assumptions (deeply ingrained beliefs that are often unconscious).
What are the contrasting perspectives on cultural change discussed?
The text presents contrasting viewpoints: "cultural purists" believe that organizational culture is largely unchangeable, while "cultural pragmatists" believe that culture can be systematically modified. The text advocates for a balanced approach that acknowledges both perspectives.
What is the significance of basic underlying assumptions in cultural change?
The text highlights that altering deeply ingrained basic underlying assumptions is significantly more challenging than changing more superficial aspects of culture, such as artifacts or espoused values.
What is meant by the "cyclical nature of cultural evolution"?
The text suggests that cultural change is not a linear process but rather a cyclical one, implying a continuous process of adaptation and evolution.
What does the text say about the ease of changing different levels of culture?
The text explicitly states that the ease of changing different levels of culture varies greatly. Changing surface-level artifacts (like visible symbols or behaviors) is far easier than altering deeply rooted values or basic underlying assumptions.
What is included in the Table of Contents?
The Table of Contents includes an Introduction, a chapter on Changing Organisational Culture (with sub-sections on defining organizational culture, whether culture can be changed, and the cycle of cultural evolution), and a Conclusion.
What is the purpose of the chapter summaries?
The chapter summaries provide concise overviews of the content and arguments presented in each chapter, offering a quick reference for the main points discussed.
What kind of methodology is used in this text?
While the text doesn't explicitly detail the methodology, it suggests a primarily theoretical approach, drawing upon existing models (like Schein's) and contrasting different perspectives on organizational culture change. It also implies the use of practical examples to illustrate theoretical concepts.
- Quote paper
- Philipp Kratschmer (Author), 2005, Organisational culture is highly resistant to change - Discuss, Munich, GRIN Verlag, https://www.grin.com/document/52460
