ORGANIZATIONAL CULTURE
King Faisal University
Course’s Name : Management Fundamentals & Skills
Student’s name : Hassan Buoways
ID:219039747
Section : 2
Dr. Muhammad Awais Bhatti
Organizational Culture
Introduction :
The term ‘organizational culture’ was introduced more systematically in organizational
analysis at the end of the 1970s and beginning of the 1980s.
What is organizational culture?
When talking about culture we usually think of people sharing something, whether this
sharing refers to traditions of doing and thinking in particular ways or systems of meanings or
basic assumptions governing people in certain directions.
In this essay I will cover the Characteristics of organizational culture are which very
important in our life and the change in culture and The importance of organizational culture
and its functions .
The following seven characteristics of organization culture.
• Culture is holistic and refers to phenomena that cannot be reduced to single
individuals; culture involves a larger group of individuals.
• Culture is historically related; it is an emergent phenomenon and is conveyed through
traditions and customs.
• Culture is inert and difficult to change; people tend to hold on to their ideas, values
and traditions.
• Culture is a socially constructed phenomenon; culture is a human product and is
shared by people belonging to various groups. Different groups create different
cultures, so it is not human nature that dictates culture.
• Culture is soft, vague and difficult to catch; it is genuinely qualitative and does not
lend itself to easy measurement and classification.
• Terms such as ‘myth’, ‘ritual’, ‘symbols’ and similar anthropological terms are
commonly used to characterize culture.
• Culture most commonly refers to ways of thinking, values and ideas of things rather
than the concrete, objective and more visible part of an organization.
Views of organizational culture change
It is common to talk of accomplishing organizational culture change in terms of either a
grand plan according to which the changes are engineered or a locally grounded, more
emergent process.
Change as a grand technocratic project The most popular view in the literature, and
probably what most people have in mind when thinking about cultural change, is the view
of change as a grand technocratic project (Alvesson 2013), akin to the rationalistic
versions of planned organizational change as seen in Chapter 2. Most descriptive and
even more normative models of large-scale cultural change are of this type (see reviews
in, for example, Brown 1995). It portrays or promises the possibility of an intentional
large-scale transformation from a particular cultural situation to another, more superior
and profitable one, although it is recognized that this is not easy and often takes place
slowly. It is this way of looking at cultural change that those investigated in this book
embarked upon. The overall plan for accomplishing this is often a version of the
following general scheme:
Step 1: evaluating the situation of the organization and determining the goals and
strategic direction;
Step 2: analysing the existing culture and sketching a desired culture;
Step 3: analysing the gap between what exists and what is desired;
Step 4: developing a plan for developing the culture;
Step 5: implementing the plan; Step 6: evaluating the changes and new efforts to go
further and/or engaging in measures to sustain the cultural change.
the Characteristics of organizational culture :
1- Providing the organization and its employees with a sense of identity, as it works to
develop a sense of self and excellence employees have the same values, goals and
values that promote a sense of autism, and develop a sense of the need to achieve
common purpose and purpose .
2- Creating the commitment to the vision, mission and objectives of the organization,
because it works to create a spirit of commitment and separation among the workers,
through to identify the values and trends of workers, with the aim of creating a
general culture that leads to the commitment to the organizational goals that they
belong to it more than their personal interests, and make the general reform to work
above the personal well-being.
3- Contributes to the stability within the system as a homogeneous and integrated social
system, because it works to create a spirit of cooperation coordination and a sense of
shared identity and parents and commitment .
4- In attracting a good worker, leading systems attract aspiring workers It's important the
culture of the system is a factor systems that embrace the values of innovation and
excellence appeal to the most intelligent workers, and systems that reward excellence
and development. It is joined by hard-working workers who are motivated by a high
self-sustaining motivation.
I used this book to get information.
Appendix
The source Page Page number in the The author
reference
Changing Page : 2 : Introduction Page : 49 ,53 Mats Alveson
organizational culture ,60,70 & Stefan
Sveningasson
