culture organisational

1. Organizational Culture and Organizational Change
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2. Organizational Climate
 Different organisations have distinct
personalities due to its particular social system
 This social system has a CLIMATE that is
defined as the “characteristics of the total
environments in a organisation building”.
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3. Organizational Climate (continued)
four dimensions:
 Ecology.
 Milieu.
 Social System (Organization).
 Culture.
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4. Research on Organizational Culture
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 Theory Z : William Ouchi
 Ouchi compared Japanese and U.S. management
practices.
 He applied Japanese practices in the U.S. and, using
McGregor’s concept of Theory X and Y, called it
Theory Z.
 Theory Z accepts the concepts of human resources
development.

5. Research on Organizational Culture
(continued)
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In Search of Excellence by Tom Peters
 Research showed that successful organizations,
had a consistent theme: “the power of values
and culture in these corporations rather
than procedures and control systems,
provides the glue that holds them together,
stimulates commitment to a common
mission, and galvanizes the creativity and
energy of their participants.”

6. Organizational Culture and Climate
Compared and Contrasted
 Culture “refers to the behavioral norms,
assumptions, and beliefs of an organization.”
 “the way things are done around here”.
 Climate “refers to perceptions of persons in the
organization that reflect those norms,
assumptions, and beliefs.”
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7. Organizational Culture and Climate
Compared and Contrasted (continued)
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 Schein’s Model of Levels of Culture describes culture
as:
 A body of solutions to problems that is believed to be the
correct method for perceiving & thinking about problems.
 These solutions become assumptions about reality, truth,
human relations, etc.
 These assumptions become internalized and operate as a set
of unconscious assumptions taken for granted.
 These assumptions are manifest by artifacts and
values that can be studied through qualitative
methods.

8. How Organizational Culture is Created
 Culture is developed over time from :
 An organization’s history, composed of traditions
and rituals that are passed to succeeding
generations.
 Stories of heroes and heroines are important.
 Values and beliefs that are embodied in the
traditions and rituals.
 Behavioral norms that result (e.g., bell schedules,
7-period day).
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9. How Organizational Culture is Created
(continued)
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 Organizational culture has a powerful
impact on climate:
 High performers have a “culture of pride.”
 This is found in organizations that are
integrative.
 This culture fosters a climate of success.

10. How Organizational Culture is Created
(continued)
 Sub units within an organization may have
cultures of their own resulting in multiple
cultures.
 Theory X administrators believe this conflicts with
their authority.
 Theory Y administrators accept them as natural.
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11. How Organizational Climate is Created
Organizational climate is created by the dynamic
interaction of:
 Ecology
 Milieu
 Organizational Structure
 Culture
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12. How Organizational Climate is Created
(continued)
 Behavioral Settings: the complex physical and
psychological environment of the organization in which
individuals interact.
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13. How Organizational Climate is Created
(continued)
 Interaction-Influence System is the central concept in
Organizational Behavior.
 The structure and processes of interactions among
individuals is the interaction-influence system.
 Interaction-Influence System includes:
 Communication, motivation, leadership goals setting,
decisions making, coordination, control and evaluation.
 How these work in a school influence and shape behavior.
 Describing organizations, therefore, is describing the
interaction-influence system.
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14. Relationship Between Organizational Culture and
Organizational Effectiveness
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 Rensis Likert’s analysis led him to conclude that
there are causal variables under a leader’s control
that affect climate and organization performance :
 Organization structure: bureaucratic or flexible.
 Leadership style: authoritative or democratic.
 Philosophy of operation: consensus decision making or
not.
 The choices leaders makes are critical to
determining the nature of the management system
in the organization. That is, Likert’s System 1, 2, 3,
or 4.