Understanding organisational culture
Assignment 1 – Understanding your Organisation
Due Date: 21 October 2009
WHD Organisational Chart - Figure 1
According to Mclean and Marshall (1993) organisational culture is defined as the collection of traditions, values, policies, beliefs and attitudes that contribute a pervasive context for everything we do and think in an organisation. (ie) this means that these factors actually determine how we think as well as act and react not only to people from within the same organisation but also to anybody on the outside who has some sort of interaction with the organisation. As can be seen with the part-structure in Figure 1, this organisation (WHD) has various levels of management. There is quite a bit of interaction between departments resulting in them being interdependent. This interdependence gives rise to how the branch performs in achieving its overall objectives.
Cartwright (Mullins L J: Management and Organisational Behaviour: 7th edition, 2005, page 891) sees culture as ‘’a system of management authority.’’ He states that when accepted by employees, cultural values increase the power and authority of management in 3 ways. Employees:
Identify themselves with their organisation and accept its rules when ‘it is the right thing to do’
Internalise the organisations’ values when they believe they are right; and
Are motivated to achieve the organisations objectives
As an organisation, the type of culture that exists within WHD is very much a Power Culture (Handy/Harrison, 1993). This is so because the CEO has pretty much full control over the organisation. What is evident though is the free thinking nature of the organisation. As there may be different managerial levels that are tasked with the job of ensuring organisational targets are met, visions are being strived for and missions are upheld, there is also a sense of trust throughout the organisation that the job will be done and that goals and targets will be
Due Date: 21 October 2009
WHD Organisational Chart - Figure 1
According to Mclean and Marshall (1993) organisational culture is defined as the collection of traditions, values, policies, beliefs and attitudes that contribute a pervasive context for everything we do and think in an organisation. (ie) this means that these factors actually determine how we think as well as act and react not only to people from within the same organisation but also to anybody on the outside who has some sort of interaction with the organisation. As can be seen with the part-structure in Figure 1, this organisation (WHD) has various levels of management. There is quite a bit of interaction between departments resulting in them being interdependent. This interdependence gives rise to how the branch performs in achieving its overall objectives.
Cartwright (Mullins L J: Management and Organisational Behaviour: 7th edition, 2005, page 891) sees culture as ‘’a system of management authority.’’ He states that when accepted by employees, cultural values increase the power and authority of management in 3 ways. Employees:
Identify themselves with their organisation and accept its rules when ‘it is the right thing to do’
Internalise the organisations’ values when they believe they are right; and
Are motivated to achieve the organisations objectives
As an organisation, the type of culture that exists within WHD is very much a Power Culture (Handy/Harrison, 1993). This is so because the CEO has pretty much full control over the organisation. What is evident though is the free thinking nature of the organisation. As there may be different managerial levels that are tasked with the job of ensuring organisational targets are met, visions are being strived for and missions are upheld, there is also a sense of trust throughout the organisation that the job will be done and that goals and targets will be
References: Mclean and Marshall 1993 – Class Handout Handy/Harrison 1993 – Class Handout Henry et al 1993 – Class Handout Keith Mattacks – Class Handout Mullins L J: Management and Organisational Behaviour, 7th edition 2005, Pearson Education Limited Pettinger R: Introduction to Management, 4th edition 2007, Palgrave Macmillan