Never on a Sunday
1. INTRODUCTION
Why is culture so important to an organization? What influence does culture has on an organization? These are question raised by many leaders in their endeavor to implement new strategies or strategic plan leading to a new vision of their organization. Before we attempt to provide solution the questions raised, it is best if we understand the very meaning of organizational culture or many often refer to as “corporate culture”.
There is no single definition for organizational culture. However, this study adopts the definition by Hofstede (1980), where according to him; “organizational culture refers to the collective programming of the mind that distinguishes the members of one organization from another, which includes shared beliefs, values and practices that is unique in every organization”.
Organizational culture is developed through a web of intricate, open and strong systems, processes and beliefs. It is a system of shared, known and well-communicated values, which produces an identity and characteristics. This “way of life” makes it unique when compared to other organizations. They may have similar qualities but each organization will have its own particular shape and preference in the way it behaves.
Schein (1986) identified three levels of organization culture, which can operate at the same time, namely:- * Material, Symbolic and Behavioural – this first level is easy to see but hard to understand by an outsider. This culture can be observed in the physical layout of work environments, dress codes, levels of technology, the attitudes and behaviours of the people. * Values – this second level defines how things ‘should’ be as compared to how they are at present. A strong organizational culture will promote what is considered the appropriate behaviour in response to particular circumstances. * Basic Assumptions and Beliefs – this final level defines the cultural foundation, it guides and constructs the organizational reality
Why is culture so important to an organization? What influence does culture has on an organization? These are question raised by many leaders in their endeavor to implement new strategies or strategic plan leading to a new vision of their organization. Before we attempt to provide solution the questions raised, it is best if we understand the very meaning of organizational culture or many often refer to as “corporate culture”.
There is no single definition for organizational culture. However, this study adopts the definition by Hofstede (1980), where according to him; “organizational culture refers to the collective programming of the mind that distinguishes the members of one organization from another, which includes shared beliefs, values and practices that is unique in every organization”.
Organizational culture is developed through a web of intricate, open and strong systems, processes and beliefs. It is a system of shared, known and well-communicated values, which produces an identity and characteristics. This “way of life” makes it unique when compared to other organizations. They may have similar qualities but each organization will have its own particular shape and preference in the way it behaves.
Schein (1986) identified three levels of organization culture, which can operate at the same time, namely:- * Material, Symbolic and Behavioural – this first level is easy to see but hard to understand by an outsider. This culture can be observed in the physical layout of work environments, dress codes, levels of technology, the attitudes and behaviours of the people. * Values – this second level defines how things ‘should’ be as compared to how they are at present. A strong organizational culture will promote what is considered the appropriate behaviour in response to particular circumstances. * Basic Assumptions and Beliefs – this final level defines the cultural foundation, it guides and constructs the organizational reality
References: 1. Hofstede, Geert, (1980), Culture’s Consequences: International Differences in Work-related Values, Beverly Hills, California: Sage. 2. Schein, Edgar, (1986), Organizational Culture and Leadership: A Dynamic View, San Francisco: Jossey-Bass. 3. Gallangher & Brown (2007), “A Strong Market Culture Drives Organizational Performance and Success”, International Journal of Business and Social Science, Vol. 1 No. 3; December 2010.