nenry M|ntzberg on Cu|ture

W CuIture is the souI of the organization

the beliefs and values, and how they
are manifested. think of the structure as
the skeleton, and as the flesh and blood.
And culture is the soul that holds the thing
together and gives it life force.
ent|a| of Cu|ture
W ach ndividual is distinct
W ach individual is part of an evolving
culture that is constantly changing.
W ach individual is proud of his/her own
culture.
W ultural differences significantly affect
work performance and relationships.
W !eople have certain commonalities.
ent|a| of CroCu|ture
W ndividuals have different dominant value
orientations.
W ertain individuals tend to stereotype
people.
ndividuaIs have different dominant vaIue
orientations
nd|v|dua||t|c
A person places
lmporLance on
lmporLance on personal
accompllshmenLs
Co||ect|v|t
A person Lends Lo be
communal open and
coheslve
Un|vera||t
More rlgld and rule
orlenLed
9art|cu|ar|t
Lmphaslze
relaLlonshlps
,.
!erspective of Cross-CuItures
W rganlzaLlons have Lo vlew crossculLural
dlverslLy as Lwopronged
lrom a personal polnL of vlew
lrom an organlzaLlonal perspective
!erspective of Cross-CuItures
W Lmployees are Lhe llfeblood of organlzaLlons
W 1here ls a need Lo respecL Lhe professlonal
compeLence of oLher people wlLh dlfferenL
culLural backgrounds
W Lmployees needs Lo adapL Lhe prevalllng
company sLrucLure and sysLems
W 1reaL employees wlLh falrness and respecL
W MulLlculLural dlverslLy lmplles belng
acculLuraLed Lo Lhe hosL counLry
rganizationaI CuIture
W 1he paLLern of shared values bellefs and
assumpLlons consldered Lo be Lhe approprlaLe
way Lo Lhlnk and acL wlLhln an organlzaLlon
CulLure ls shared
CulLure helps members solve problems
CulLure ls LaughL Lo newcomers
CulLure sLrongly lnfluences behavlor
|b|t 101 Layer of Cu|ture
Leve| of Cu|ture
W Art|fact
AspecLs of an organlzaLlon's culLure LhaL you see hear and feel
W e||ef
1he undersLandlngs of how ob[ecLs and ldeas relaLe Lo each
oLher
W Ia|ue
1he sLable longlasLlng bellefs abouL whaL ls lmporLanL
W Aumpt|on
1he LakenforgranLed noLlons of how someLhlng should be ln
an organlzaLlon
Caracter|t|c of
Crgan|zat|ona| Cu|ture
W nnovaLlon and rlskLaklng
1he degree Lo whlch employees are encouraged Lo be lnnovaLlve and
Lake rlsks
W ALLenLlon Lo deLall
1he degree Lo whlch employees are expecLed Lo exhlblL preclslon
analysls and aLLenLlon Lo deLall
W uLcome orlenLaLlon
1he degree Lo whlch managemenL focuses on resulLs or ouLcomes raLher
Lhan on Lechnlque and process
W eople orlenLaLlon
1he degree Lo whlch managemenL declslons Lake lnLo conslderaLlon Lhe
effecL of ouLcomes on people wlLhln Lhe organlzaLlon
Caracter|t|c of Crgan|zat|ona|
Cu|ture
W 1eam orlenLaLlon
1he degree Lo whlch work acLlvlLles are organlzed around Leams
raLher Lhan lndlvlduals
W Aggresslveness
1he degree Lo whlch people are aggresslve and compeLlLlve raLher
Lhan easygolng
W SLablllLy
1he degree Lo whlch organlzaLlonal acLlvlLles emphaslze
malnLalnlng Lhe sLaLus quo ln conLrasL Lo growLh
|b|t 10 Contrat|ng
Crgan|zat|ona| Cu|ture
rganization A rganization B
Managers must fuIIy document
aII decisions.
Creative decisions, change, and risks
are not encouraged.
Extensive ruIes and reguIations exist
for aII empIoyees.
!roductivity is vaIued over empIoyee
moraIe.
EmpIoyees are encouraged to stay
within their own department.
ndividuaI effort is encouraged.
Management encourages and
rewards risk-taking and change.
EmpIoyees are encouraged to
"run with " ideas, and faiIures are
treated as " Iearning experiences. "
EmpIoyees have few ruIes and
reguIations to foIIow.
!roductivity is baIanced with treating
its peopIe right.
Team members are encouraged to interact
with peopIe at aII IeveIs and functions.
Many rewards are team based.
Cu|ture' Iunct|on
W oundarydeflnlng
W Conveys a sense of ldenLlLy for organlzaLlon
members
W laclllLaLes commlLmenL Lo someLhlng larger
Lhan one's lndlvldual selflnLeresL
W Soclal glue LhaL helps hold an organlzaLlon
LogeLher
rovldes approprlaLe sLandards for whaL
employees should say or do
Cu|ture' Iunct|on
W Serves as a sensemaklng" and conLrol
mechanlsm
Culdes and shapes Lhe aLLlLudes and behavlor of
employees
o Crgan|zat|on nave Un|form
Cu|ture"
W rganlzaLlonal culLure represenLs a common percepLlon
held by Lhe organlzaLlon members
W Core values or domlnanL (prlmary) values are accepLed
LhroughouL Lhe organlzaLlon
uomlnanL culLure
W Lxpresses Lhe core values LhaL are shared by a ma[orlLy of Lhe
organlzaLlon's members
SubculLures
W 1end Lo develop ln large organlzaLlons Lo reflecL common
problems slLuaLlons or experlences
|b|t 10 now Crgan|zat|ona|
Cu|ture Iorm
$eIection
criteria
$ociaIization
rganization's
cuIture
!hiIosophy
of
organization's
founders
Top
management
$eIection
criteria
$ociaIization
rganization's
cuIture
!hiIosophy
of
organization's
founders
Top
management
Creat|ng and Suta|n|ng Crgan|zat|ona| Cu|ture
6u|tura| 8ymbo|s 6u|tura| 8ymbo|s
6ompany R|tua|s 6ompany R|tua|s
and 6eremon|es and 6eremon|es
6ompany heroes 6ompany heroes
8tor|es 8tor|es
Language Language
Leadersh|p Leadersh|p
0rgan|zat|ona| 0rgan|zat|ona|
Po||c|es and Po||c|es and
0ec|s|on Hak|ng 0ec|s|on Hak|ng
Creat|ng and Suta|n|ng Cu|ture
keep|ng a Cu|ture A||ve
W $eIection
dentify and hire individuals who will fit in with the
culture.
W Top Management
$enior executives establish and communicate the norms
of the organization.
W $ociaIization
rganizations need to teach the culture to new
employees.
A Soc|a||zat|on Mode|
!rearrivaI Encounter Metamorphosis
$ociaIization !rocess utcomes
Commitment
!roductivity
Turnover
SLeps ln rganlzaLlonal CulLure
ulagnosls
W denLlfy crlLlcal sLraLeglc challenges
W Llnk sLraLeglc challenges Lo approprlaLe Lasks
W denLlfy Lhe norms and values LhaL help
accompllsh Lhese crlLlcal Lasks
SLeps ln rganlzaLlonal CulLure
ulagnosls
W Assess Lhe norms and values LhaL characLerlze
Lhe presenL culLure
W denLlfy Lhe gaps ln norms and values
W ueclde on Lhe acLlons needed Lo reduce Lhese
gaps
LxhlblL 103
lourCulLure 1ypology
ragmented
Networked
Low
High
$olidarity
Mercenary
Low
High
ommunal
$
o
c
i
a
b
i
l
i
t
y
Source. Adapted Irom R. GoIIee and G. Jones, The Character of a Corporation. How Your Companys Culture Can Make or Break Your Business (New York: HarperBusiness, 1998), p. 21.
llndlng ?our CulLure
W Networked cu/ture you possess good soclal skllls and empaLhy you
llke Lo forge close workrelaLed frlendshlps you Lhrlve ln a relaxed and
convlvlal aLmosphere
W ,ercenory cu/ture you are goalorlenLed Lhrlve on compeLlLlon llke
clearly sLrucLured work Lasks
W roqmented cu/ture you are lndependenL have a low need Lo be parL
of a group aLmosphere are analyLlcal raLher Lhan lnLulLlve
W ommuno/ cu/ture you have a sLrong need Lo ldenLlfy wlLh someLhlng
blgger Lhan yourself and en[oy worklng ln Leams
1he LlablllLles of CulLure
W CulLure can have dysfuncLlonal aspecLs ln some
lnsLances
CulLure as a arrler Lo Change
W When organlzaLlon ls undergolng change culLure may lmpede
change
CulLure as a arrler Lo ulverslLy
W SLrong culLures puL conslderable pressure on employees Lo
conform
CulLure as a arrler Lo Mergers and AcqulslLlons
W Merglng Lhe culLures of Lwo organlzaLlons can be dlfflculL lf noL
lmposslble
Shaplng Lhe rganlzaLlonal CulLure
Manage Around
te Cu|ture
Manage te Cange
Cange Strategy to
I|t te Cu|ture
ke|nforce te
Cange
Low
Low
High
Need for
Ch,3ge
1hree Ways of Shaplng rganlzaLlonal CulLure
W arLlclpaLlon and CommlLmenL
W Symbollc AcLlons
W 8ewards and recognlLlon
olnLCounLerpolnL
W Why CulLure uoesn'L
Change
CulLure develops over many
years and becomes parL of
how Lhe organlzaLlon Lhlnks
and feels
SelecLlon and promoLlon
pollcles guaranLee survlval of
culLure
1op managemenL chooses
managers who are llkely Lo
malnLaln culLure
W When CulLure Can
Change
1here ls a dramaLlc crlsls
1here ls a Lurnover ln
leadershlp
1he organlzaLlon ls young and
small
1here ls a weak culLure