The Cultural Aspects Of Organizational Culture

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Organizational Culture The Organizational Culture Theory analyzes the various cultural aspects of organizations, most notably the five metaphorical performances, the seven cultural markers, and the notion of culture being something an organization is versus culture being something an organization has. The five metaphorical performances are ritual, passion, sociality, politics, and enculturation. Rituals are certain events that are done at certain times, such as getting coffee at a certain time every day. Passion is how one describes their mundane work through stories that indicate how they see it as just the opposite of boring. Sociality describes acts among workers in the organization that can bring them together, such as joking or…show more content…
The “is” refers to how culture is perceived by regular employees, while the “has” refers to how management wants the culture to be perceived by others. One study regarding Organizational Culture is that of Raz (1999). For this study, Raz applied the Organizational Culture Theory to describe the culture of Tokyo Disneyland (TDL) and compare it to other amusement parks by conducting interviews with TDL employees and conducting observations of the parks. For this study, the researcher aimed to see if such cultural differences had any effects on the success of the parks; therefore, she compared TDL to its local competitor, Korakuen, and also to the American Disneylands. The researcher found that the success of TDL was due to its ability to largely incorporate the Japanese culture and furthermore through its strict adherence to a highly specific manual providing instructions to the running of the park. Such a finding is significant in that it provides new insight into globalization and shows that imperialism is not necessarily the only result, as TDL developed the unique hybrid cultural position by incorporating both Japanese and American culture.
Raz’s (1999) study is then important to Organizational Culture because it addresses many of the performances and cultural markers. For instance, it addresses the politics of TDL in describing the differences between full- and part-time employees. Raz (1999) noted how full-time employees were subject to a seniority
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