By Diana C. Pheysey
This concise new introductory textual content offers succinct research of organizational cultures and the categories of swap they could set in movement. `Culture' is utilized in an unique method to make feel of critical problems with organizational behaviour.
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Additional info for Organizational Cultures: Types and Transformations
Are COLLABORATIVE. Goals of control and legality require a structure that can marshall PRODUCTIVE resources in an orderly and EFFICIENT way. Goals of competition require that the structure encourages people to be INNOVATIVE so that new challenges can be met. 1 which also sets out five tasks which organizations must undertake if the values listed in capital letters are to be achieved. The first entrepreneurial task is to secure agreement on what to make or whom to serve. The decision on the product or clientele will include the technology.
The higher the layer, the fewer people there are. Hierarchical divisions are not the only ones; there are also departmental distinctions. The work of making the product is done by manufacturing; the work of selling it by sales; the work of obtaining materials by purchasing; the work of monitoring income and expenditure by accounting, and so on. The word ‘role’, which is used of the culture in such a business, refers to the way in which the occupant of each position in the firm is expected to act.
The leader may prevent this from gaining strength by a policy of ‘divide and rule’. Alternatively, the majority may tend to back the leader in his attempt to restore unity by coercion. This, in turn, becomes oppressive. The minority feel they have no stake in the organization. Some people quit, but others become involved in ‘treachery’ which eventually ends the coercive regime and inaugurates an ‘instrumental’ one in which the stakes are strictly private self-interest. After a while informal opposition (for example the occasional ‘wildcat’ strike) again appears.
Organizational Cultures: Types and Transformations by Diana C. Pheysey