Current Culture of an Organization Using a Conceptual Model or Framework

2272 Words Jun 21st, 2011 10 Pages
In this paper we will analyze the current culture of an organization using a conceptual model or framework and we will discuss how senior managers have sought to manage the culture of the organization over the past decade and what they could/should have done differently.
1. Introduction
Organizational culture describes the psychology, attitudes, experiences, beliefs and values (personal and cultural values) of an organization. It has been defined as "the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization."
Senior management may try to determine a corporate culture. They may wish to impose
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Architecture, furniture, dress code, office jokes and history all exemplify organizational artifacts.
Values are the organizations stated or desired cultural elements. This is most often [citation needed] a written or stated tone that the CEO or President hope to exude throughout the office environment. Examples of this would be employee professionalism, or a "family first" mantra.
Assumptions are the actual values that the culture represents, not necessarily correlated to the values. These assumptions are typically so well integrated in the office dynamic that they are hard to recognize from within. The organization adapts the three levels of Schein cultural model and the senior management observes compliance with the values set on the code of professional conduct.
The following figure summarizes the organization’s culture using Schein cultural model: 3.2 Hofstede Cultural Model:
Hofstede’s work identified five major dimensions upon which country cultures differed:
• Power distance – how hierarchies and unequal power distribution is viewed.
We have a high power distance in the organization
• Uncertainty avoidance – the extent to
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