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Organisation Culture As An Influence Upon The Behaviour of Members of The Organisation
Organisation Culture As An Influence Upon The Behaviour of Members of The Organisation
Organisation Culture As An Influence Upon The Behaviour of Members of The Organisation
the organisation.
Blame culture
As the name implies, this form of culture is based upon fear and
distrust. People will be unwilling to shoulder responsibility and will be
very quick to place the blame upon others. The individual will be
committed to themselves; loyalty is to the self, not the company.
Innovation will be stifled in such a cultural climate; due to the fact
people will be unwilling to take the risk of introducing new ideas.
Multi-directional culture
We can clearly see that the five key types of organisational culture defined
above, follow a series of changes in loyalty, beginning with the loyalty being
firmly rooted in the individual, and culminating in an egoless, harmonious
working environment where loyalty is given freely to the organisation as
whole.
Taking the point raised above, regarding an individual who is forced to make
an inter-cultural move, then it would appear likely that any change in an
established culture would also affect its members.
It would be incredibly short sighted to accept the belief that a single, unified
culture must exist within all organisations, or that cultural change will
eventually reflect the interests of all parties within an organisation. It has been
suggested that a very many of the assumptions held by those who are
producing the theories of corporate culture are not new. They simply reflect
the well documented tension between the structural or formal aspects of an
organisation and the informal or cultural side. Additionally, it is a perfectly
reasonable hypothesis that sees the possibility of an organisation having
many cultures, and as such, sub-cultures may often overlap or contradict
each other. The very tidy definitions of cultural forms found in educational
material, will rarely even acknowledge that such complexities may exist.
Possibly the strongest and most widely accepted criticism of modern theories
of organisational culture, is that in effect, it is culture that drives the
organisation and not the organisation that drives the culture. In effect, an
organisation is the sum of its culture, so how can it be effectively measured,
categorised and changed? A tree is often utilised to give a symbolic
representation of this hypothesis, whereby the roots of the tree are the culture
it grew from, the branches and leaves are the product of the original root
system. Changes to that root system will often have unknown results upon the
rest of the tree, at the very worst causing it’s death.