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Understanding Organizational Culture: Stories, Rituals, Symbols, Power, and Control, Lecture notes of Control Systems

School of Oriental and African Studies, University of London (SOAS)Control Systems

An overview of organizational culture and its six interrelated elements: stories, rituals and routines, symbols, organizational structure, control systems, and power structures. It discusses the importance of analyzing these elements to understand the current culture and identify areas for change.

What you will learn

  • What are the six elements of organizational culture identified in the document?
  • What is the importance of analyzing an organization's culture to facilitate change?

Typology: Lecture notes

2021/2022

Uploaded on 09/12/2022

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Understanding๎˜ƒculture๎˜ƒand๎˜ƒchange๎˜ƒ
๎˜ƒ
stories &
myths symbols
rituals &
routines
the
paradigm
power
structures
control
systems organisational
structures
The Culture Web
๎˜ƒ
๎˜ƒ
The๎˜ƒCultural๎˜ƒWeb๎˜ƒidentifies๎˜ƒsix๎˜ƒinterrelated๎˜ƒelements๎˜ƒof๎˜ƒorganisational๎˜ƒculture๎˜ƒthat๎˜ƒhelp๎˜ƒto๎˜ƒmake๎˜ƒup๎˜ƒ
what๎˜ƒJohnson๎˜ƒand๎˜ƒScholes๎˜ƒcall๎˜ƒthe๎˜ƒ"paradigm"๎˜ƒโ€“๎˜ƒa๎˜ƒselfโ€consistent๎˜ƒset๎˜ƒof๎˜ƒideas๎˜ƒand๎˜ƒbeliefs๎˜ƒwhich๎˜ƒact๎˜ƒas๎˜ƒ
a๎˜ƒfilter,๎˜ƒinfluencing๎˜ƒhow๎˜ƒwe๎˜ƒperceive๎˜ƒand๎˜ƒmake๎˜ƒsense๎˜ƒof๎˜ƒthings.๎˜ƒThe๎˜ƒsix๎˜ƒelements๎˜ƒare:๎˜ƒ
1. Stories๎˜ƒโ€๎˜ƒThe๎˜ƒpast๎˜ƒevents๎˜ƒand๎˜ƒpeople๎˜ƒtalked๎˜ƒabout๎˜ƒinside๎˜ƒand๎˜ƒoutside๎˜ƒthe๎˜ƒorganisation,๎˜ƒincluding๎˜ƒ
leaders.๎˜ƒWho๎˜ƒand๎˜ƒwhat๎˜ƒthe๎˜ƒorganisation๎˜ƒchooses๎˜ƒto๎˜ƒimmortalize๎˜ƒsays๎˜ƒa๎˜ƒgreat๎˜ƒdeal๎˜ƒabout๎˜ƒwhat๎˜ƒit๎˜ƒ
values,๎˜ƒand๎˜ƒperceives๎˜ƒas๎˜ƒgreat๎˜ƒbehaviour.๎˜ƒ
2. Rituals๎˜ƒand๎˜ƒRoutines๎˜ƒโ€๎˜ƒThe๎˜ƒdaily๎˜ƒbehaviour๎˜ƒand๎˜ƒactions๎˜ƒof๎˜ƒpeople๎˜ƒthat๎˜ƒsignal๎˜ƒacceptable๎˜ƒ
behaviour.๎˜ƒThis๎˜ƒdetermines๎˜ƒwhat๎˜ƒis๎˜ƒexpected๎˜ƒto๎˜ƒhappen๎˜ƒin๎˜ƒgiven๎˜ƒsituations,๎˜ƒand๎˜ƒwhat๎˜ƒis๎˜ƒvalued๎˜ƒby๎˜ƒ
management.๎˜ƒ
3. Symbols๎˜ƒโ€๎˜ƒThe๎˜ƒvisual๎˜ƒrepresentations๎˜ƒof๎˜ƒthe๎˜ƒorganisation๎˜ƒincluding๎˜ƒlogos,๎˜ƒthe๎˜ƒstyle๎˜ƒof๎˜ƒoffice,๎˜ƒdress๎˜ƒ
codes.๎˜ƒ
4. Organizational๎˜ƒStructure๎˜ƒโ€๎˜ƒThis๎˜ƒincludes๎˜ƒboth๎˜ƒthe๎˜ƒstructure๎˜ƒdefined๎˜ƒby๎˜ƒthe๎˜ƒorganization๎˜ƒchart,๎˜ƒand๎˜ƒ
the๎˜ƒunwritten๎˜ƒlines๎˜ƒof๎˜ƒpower๎˜ƒand๎˜ƒinfluence๎˜ƒthat๎˜ƒindicate๎˜ƒwhose๎˜ƒcontributions๎˜ƒare๎˜ƒmost๎˜ƒvalued.๎˜ƒ๎˜ƒ
5. Control๎˜ƒSystems๎˜ƒโ€๎˜ƒThe๎˜ƒways๎˜ƒthat๎˜ƒthe๎˜ƒorganization๎˜ƒis๎˜ƒcontrolled.๎˜ƒThese๎˜ƒinclude๎˜ƒfinancial๎˜ƒsystems,๎˜ƒ
quality๎˜ƒsystems,๎˜ƒand๎˜ƒrewards๎˜ƒ(including๎˜ƒthe๎˜ƒway๎˜ƒthey๎˜ƒare๎˜ƒmeasured๎˜ƒand๎˜ƒdistributed๎˜ƒwithin๎˜ƒthe๎˜ƒ
organization.)๎˜ƒ
6. Power๎˜ƒStructures๎˜ƒโ€๎˜ƒThe๎˜ƒpockets๎˜ƒof๎˜ƒreal๎˜ƒpower๎˜ƒin๎˜ƒthe๎˜ƒorganisation.๎˜ƒThis๎˜ƒmay๎˜ƒinvolve๎˜ƒone๎˜ƒor๎˜ƒtwo๎˜ƒ
key๎˜ƒsenior๎˜ƒdirectors,๎˜ƒa๎˜ƒwhole๎˜ƒgroup๎˜ƒof๎˜ƒsenior๎˜ƒmanagers,๎˜ƒor๎˜ƒeven๎˜ƒa๎˜ƒdepartment.๎˜ƒThe๎˜ƒkey๎˜ƒis๎˜ƒthat๎˜ƒ
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Download Understanding Organizational Culture: Stories, Rituals, Symbols, Power, and Control and more Lecture notes Control Systems in PDF only on Docsity!

stories &

myths

symbols

rituals &

routines

the

paradigm

power

structures

control

systems

organisational

structures

The Culture Web The Cultural Web identifies six interrelated elements of organisational culture that help to make up what Johnson and Scholes call the "paradigm" โ€“ a selfโ€consistent set of ideas and beliefs which act as a filter, influencing how we perceive and make sense of things. The six elements are:

  1. Stories โ€ The past events and people talked about inside and outside the organisation, including leaders. Who and what the organisation chooses to immortalize says a great deal about what it values, and perceives as great behaviour.
  2. Rituals and Routines โ€ The daily behaviour and actions of people that signal acceptable behaviour. This determines what is expected to happen in given situations, and what is valued by management.
  3. Symbols โ€ The visual representations of the organisation including logos, the style of office, dress codes.
  4. Organizational Structure โ€ This includes both the structure defined by the organization chart, and the unwritten lines of power and influence that indicate whose contributions are most valued.
  5. Control Systems โ€ The ways that the organization is controlled. These include financial systems, quality systems, and rewards (including the way they are measured and distributed within the organization.)
  6. Power Structures โ€ The pockets of real power in the organisation. This may involve one or two key senior directors, a whole group of senior managers, or even a department. The key is that

these people have the greatest amount of influence on decisions, operations, and strategic direction.

1. Analyzing Culture As It Is Now

Stories

๏‚ท What stories do people currently tell about your organization? And from the past? ๏‚ท What do these stories say about what your organisation believes in? ๏‚ท What do employees talk about when they think of the history of the organisation? ๏‚ท What stories do they tell new people who join the organisation? ๏‚ท What heroes, villains and mavericks appear in these stories?

Rituals and Routines

๏‚ท What do customers/members of the public expect when they walk in? ๏‚ท What do employees expect? ๏‚ท What would be immediately obvious if changed? ๏‚ท What behaviour do these routines encourage? ๏‚ท When a new problem is encountered, what rules do people apply when they solve it? ๏‚ท What core beliefs do these rituals reflect?

Symbols

๏‚ท Is organisationโ€specific jargon or language used? How well known and usable by all is this? ๏‚ท Are there any status symbols used? ๏‚ท What image is associated with your organisation, looking at this from the separate viewpoints of clients/citizens and staff?

Organizational Structure

๏‚ท Is the structure flat or hierarchical? Formal or informal? Organic or mechanistic? ๏‚ท Where are the formal lines of authority? ๏‚ท Are there informal lines?

Control Systems

๏‚ท What process or procedure has the strongest controls? Weakest controls? ๏‚ท Is the organisation generally loosely or tightly controlled? ๏‚ท Do employees get rewarded for good work or penalized for poor work? ๏‚ท What reports are issued to keep control of operations, finance, etc...?