Showing papers on "Organizational culture published in 1984"
Book•
01 Jan 1984
TL;DR: In this paper, the authors present an overview of the field of organizational behavior and its application in the management of organizations, focusing on the individual in an organization and the individual's role in the organization.
Abstract: (NOTE: Most chapters conclude with a section entitled "Implications for Managers.") PART I: PROLOGUE. 1. Introduction to Organizational Behavior. The field of organizational behavior. Goals of organizational behavior. Challenges and opportunities for OB: A managerial perspective.The plan of this book. 2. Organizational Behavior in a Global Context. Welcome to the global village. Confronting parochialism. Assessing differences between countries. Keeping OB in a global context. PART II: THE INDIVIDUAL IN THE ORGANIZATION. 3. Foundations of Individual Behavior. Attitudes. Personality. Perception. Learning. 4. Understanding Motivation. What is motivation? Early theories of motivation. Contemporary theories of motivation. Current issues in motivation. 5. Designing Motivating Jobs. Designing jobs and motivating employees. Clarifying terminology. Individual redesign options. Group redesign options. The job characteristics model. 6. Individual Decision Making. The optimizing model. Alternative decision-making models. Ethics in decision making. PART III: GROUPS IN THE ORGANIZATION. 7. Foundations of Group Behavior. Defining and classifying groups. Why do people join groups? Group structure. Contingency variables. Group cohesiveness. Group behavior model. Building effective teams. 8. Communication and Group Decision Making. The communication process. Popular ways to communicate. Communication networks. Barriers to effective communication. Cross-cultural communication. Implications for managers. Group decision making. 9. Leadership. What is leadership? Transitions in leadership theories. Trait theories. Behavioral theories. Contingency theories. Trait theories updated: charismatic leadership. A final thought: Sometimes leadership is irrelevant! 10. Power and Politics. A definition of power. Contrasting leadership and power. Bases and sources of power. Dependency: The key to power. Power in groups: Coalitions. Power and sexual harassment. Politics: Power in action. 11. Conflict and negotiation. A definition of conflict. Transitions in conflict thought. Differentiating functional from dysfunctional conflicts. The conflict process. Negotiation. PART IV: THE ORGANIZATION SYSTEM. 12. Foundations of Organization Structure. What is structure? Basic organizational concepts. Structural variables and organizational behavior. Are organizational structures real or in people's minds? 13. Organization Design. Mechanistic versus organic structures. Why do structures differ? Organization design applications. 14. Performance Appraisal and Reward System. Performance appraisal. Reward systems. 15. Organizational Culture. Defining organizational culture. What does culture do? Creating and sustaining culture. How employees learn culture. Does an organization's culture override a country's national culture? Organizational culture and the paradox of diversity. 16. Organizational Change and Development. Forces for change. Managing planned change. Two different views. Resistance to change. Managing change through organizational development. Contemporary issues in organizational change. Epilogue. Index.
1,208 citations
TL;DR: In this paper, a typology of rites and ceremonials is presented and the implications of cultural studies for research and practice are discussed. But the focus of these typologies often focuses on discrete cultural forms and fails to place phenomena studied within an overarching conception of culture.
Abstract: Studies of organizational culture often focus on discrete cultural forms and fail to place phenomena studied within an overarching conception of culture. Overlap and confusion in terminology occur across studies. To alleviate these problems, this paper offers distinguishing definitions and advocates studying rites and ceremonials, which consolidate multiple cultural forms. The paper also presents, illustrates, and discusses a typology of rites and ceremonials and examines the implications of cultural studies for research and practice.
818 citations
TL;DR: The notion that organizations may have specific cultures is found sprinkled in a vast array of publications on strategy and business policy, on organizational behaviour and theory as mentioned in this paper. But little effort has been exerted to bring within the perimeter of the management and organizational field the relevant concepts found in cultural anthropology.
Abstract: The notion that organizations may have specific cultures is found sprinkled in a vast array of publications on strategy and business policy, on organizational behaviour and theory. Although the absence of a solid theoretical grounding for the concept of organizational culture has been frequently lamented, little effort has been exerted to bring within the perimeter of the management and organizational field the relevant concepts found in cultural anthropology.The purpose of this paper is therefore three-fold:First, to provide a typology of schools of thought in cultural anthropology in order to understand the diverse and complex theories of culture advanced in this field; Second, to relate these different points of view to the emerging notions of organiza tional culture found explicitly or implicitly in the management and organization literature;Third, to pull together the insights and findings derived from this enquiry in order to propose an integrative concept of organizational culture as a useful metap...
778 citations
TL;DR: Comparing survey and performance data from 34 large corporations to show that those that have participative cultures experience better performance than those that do not, and this difference in performance appears to have widened over the five years that these firms were studied.
663 citations
TL;DR: This paper reviews the evolution of these approaches to strategy implementation, developing four models to characterize them, and suggests a fifth one, with strategy emerging in an almost-implemented form from within the firm.
Abstract: The traditional textbook approach to strategy implementation was to treat ‘implementation’ as an activity following ‘formulation’. Usually, the topic was treated as a question of organization design, where systems and structures were manipulated in concert with strategic goals. More recent views treat implementation either as an issue of gaining prior group commitment through coalitional decision-making, or as a question of total organizational involvement through a strong corporate culture. This paper reviews the evolution of these approaches, developing four models to characterize them, and suggests a fifth one, with strategy emerging in an almost-implemented form from within the firm.
539 citations
TL;DR: Negotiated order and organizational culture represent two of the major recent approaches to the study of organizational life as mentioned in this paper, and both of them focus on the actor's perspective on life in an organization.
Abstract: Negotiated order and organizational culture represent two of the major recent approaches to the study of organizational life. Both of them focus on the actor's perspective on life in an organization, and they are complementary, even though they have rarely been brought together. They emphasize worker satis faction and commitment and the noneconomic, nonrational working of orga nizations. Proponents of both perspectives also stress that members (and organizations) must take into account the constraints of their social and physi cal environments. In examining the connections between these two approaches, this chapter discusses how they treat socialization, power, con flict, and interorganizational relations and how they are applied to organiza
277 citations
Book•
01 Jan 1984
TL;DR: In this paper, Managers, Diversity, and a Changing Environment International Management and the Global Economy FOUNDATIONS OF MANAGEMENT Historical Views on Management Managerial Decision Making and Problem Solving PLANNING FOR PRODUCTIVITY Fundamentals of Planning Strategic Planning and Strategic Management Organizational Culture and Design Job Designs for Individuals and Work Teams.
Abstract: Partial table of contents: Managers, Diversity, and a Changing Environment International Management and the Global Economy FOUNDATIONS OF MANAGEMENT Historical Views on Management Managerial Decision Making and Problem Solving PLANNING FOR PRODUCTIVITY Fundamentals of Planning Strategic Planning and Strategic Management ORGANIZING FOR PRODUCTIVITY Organizational Culture and Design Job Designs for Individuals and Work Teams LEADING FOR PRODUCTIVITY Leading Through Motivation Leading Through Communication Leading Through Teamwork and Group Dynamics CONTROLLING FOR PRODUCTIVITY Fundamentals of Controlling Information Technology and Control PRODUCTIVITY IN THE DYNAMIC ENVIRONMENT Entrepreneurship, Innovation, and Organizational Change Workplace 2000: Managing for Quality and Competitive Advantage Supplementary Modules.
259 citations
TL;DR: In this article, the authors show how organizational culture can act as an obstacle to change and problem resolution, and establish a relationship between organizational culture and orientations to change by identifying six cultural orientations and their effects.
Abstract: This paper shows how organizational culture can act as an obstacle to change and problem resolution. The introduction describes how the author's interest in 'problem cultures' arose, and the next two sections attempt to define and refine the definition and methodology of organizational culture. The main section summarizes the problematical characteristics of those cultures studied: six cultural orientations are identified and their effects examined. A number of issues are then discussed: by what process does culture shape behaviour? What evidence is there for the wider existence of the cultural orientations described? A 'universal-variable' thesis or organizational culture is put forward, and the concluding remarks seek to establish a relationship between organizational culture and orientations to change.
207 citations
TL;DR: In this paper, the authors explore several facets of culture as an environment for careers and demonstrate that career research is inevitably culture bound, including cultural influences on the concept of career itself, the importance of career relative to personal and family issues and the legitimacy of managerial careers.
Abstract: : Cultural factors influence career patterns in a variety of ways. Societal, occupational, and organizational cultures influence the structure of the external career, prestige associated with given careers, the legitimacy of certain motives underlying careers, success criteria, the clarity of the career concept itself, and the importance attached to career vs. family and self development. How career occupants view their careers and the degree of variation in such views within given societies, occupations, and organizations is also culturally patterned. Both managers and careers researchers must become more familiar with these cultural influences. This paper explores several facets of culture as an environment for careers and to demonstrate that career research is inevitably culture bound. Three separate areas will be discussed: Cultural influences on the concept of career itself; Cultural influences on the importance of career relative to personal and family issues; and Cultural influences on the bases of legitimacy of managerial careers.
172 citations
TL;DR: In this article, the authors show how informally told stories and human resource systems help create strong company cultures which can support a corporate strategy, and explain why stories are so powerful in creating company culture.
Abstract: This article shows how informally told stories and human resource systems help create strong company cultures which can support a corporate strategy. It explains why stories are so powerful in creating company culture. It also suggests how managers can deal with negative stories and encourage the telling of positive stories both through their personal behavior and through the human resource systems they manage.
01 Jan 1984
TL;DR: In this article, an analytical framework based on a systems perspective is developed to assist the researcher in understanding the dynamics of the operationalization of organizational strategy, by identifying the key dimensions that represent the "input", "throughput" and "output" aspects of operationalization process.
Abstract: In order to aid the researcher in understanding the dynamics of the operationalization of organizational strategy, an analytical framework based on a systems perspective is developed. By identifying the key dimensions that represent the “input”, “throughput”, and “output” aspects of the operationalization process, this framework purports to facilitate a unified basis for comparing and integrating various approaches to the measurement of organizational strategy.
TL;DR: Alternative strategies are presented for improving the management of organizational change through sensitivity to cultural impact and better utilization of existing cultural realities.
Abstract: The concept of organizational culture is here applied to the practice of human resource management. Reasons for the current emphasis on culture as an organizational metaphor are suggested. Cultural indicators which have diagnostic value for human resource professionals include organizational usage of symbols, rituals, ideologies, language, stores, myths, relationships, and humor. Examples of these indicators of culture are drawn from a variety of HRM practices and functions to explore the implications of each indicator. Alternative strategies are presented for improving the management of organizational change through sensitivity to cultural impact and better utilization of existing cultural realities.
TL;DR: In this paper, a case study of four firms and a questionnaire survey of 52 companies show that the mother-daughter structure prevalent in Swedish MNCs is changing and the control style is changing in the direction of slightly more formal performance evaluation. And the changes can be understood as adaptations to growing size of the firms, increased product diversity, acquisitions of foreign companies, technological maturity, entry of new managers, and slower demand growth.
Abstract: In-depth case studies of 4 firms and a questionnaire survey of 52 companies show that the mother-daughter structure prevalent in Swedish MNCs is changing. Firms tends to adopt organizational structures ‘in between’ a pure mother-daughter one and one divided along product or technology lines. Rather than introducing formal matrix structures, relatively simple organizational forms are complemented by changes in information systems, budgeting procedures, rotation of personnel, and so forth. The control style is changing in the direction of slightly more formal performance evaluation. The changes can be understood as adaptations to growing size of the firms, increased product diversity, acquisitions of foreign companies, technological maturity, entry of new managers, and slower demand growth.
TL;DR: In this article, the authors argue that groups in organizations are often likely to demonstrate one of three predominant shared fantasies or basic assumptions that determine organizational culture and postulate how these different cultures may vitally influence organizational climate, decision-making, strategy, and structure.
Abstract: Using the framework of Bion, this paper will argue that groups in organizations are often likely to demonstrate one of three predominant shared fantasies or basic assumptions that determine organizational culture. It will postulate how these different cultures may vitally influence organizational climate, decision-making, strategy, and structure. Our theme is that it may sometimes be useful to discover the fantasies of the organization's dominant coalition in order to understand organizational functioning and facilitate organizational change.
Journal Article•
TL;DR: The context in which quality circles operate is an important to their long-term viability as is their internal structure as mentioned in this paper, and contextual contingency variables (participants' attitudes, work setting, organizational culture, and the environment) represent factors that lie at the heart of the QC's ability to be integrated into Amerian organizational structures.
01 Jan 1984
TL;DR: The authors in this article developed a conceptual framework that would identify the principal components of military cohesion and analyzed the major systemic, macro variables we believed to be causatively related to the intervening factors of leader behavior and organizational culture.
Abstract: : In the aftermath of the Vietnam war, a number of military analysts have commented on the apparent deterioration of unit morale and cohesion during the latter stages of that conflict. While other analysts have disputed that conclusion, there is a rather widespread view among military professionals that cohesion was a problem. This study was designed to do several things that are necessary if the cohesion issue is to receive the systematic study if needs. First, to develop a conceptual framework that would identify the principal components of military cohesion. Second, analyze the major systemic, macro variables we believed to be causatively related to the intervening factors of leader behavior and organizational culture. Third, focus a great deal of the effort on the Officers Corps, which is believed to be the key organizational element with respect to cohesion. The conclusion and recommendations in this study are targeted for decisionmakers in the Pentagon, OMB, and Congress.
01 Mar 1984
TL;DR: A review of the literature on organizational effectiveness can be found in this article, where several models of organizational effectiveness compared include: the goal model, system resource model, internal process model, strategic constituency model, competing values model, the legitimacy model, and the model of ineffectiveness.
Abstract: THe confusing and often contradictory literature on organizational effectiveness is reviewed briefly, followed by a discussios of the leading models of effectiveness, their relative applicability to colleges and universities, questions for guiding the design of a specific study of organizational effectiveness, and guidelines for effective administrative action that have surfaced in the research on organizational effectiveness in higher education. The several models of organizational effectiveness compared include: the goal model, the system resource model, the internal process model, the strategic constituencies model, the competing values model, the legitimacy model, and the model of ineffectiveness. Questions are identified that force investigators to make decisions about the key sources of controversy regarding organizational effectiveness studies and to help channel debate into more productive avenues. These questions deal with the perspective from which effectiveness is judged, the domain of activity being considered, the level of analysis being used, the purpose of the assessment, time frame, type of data gathered, and the referent used to make judgments. In addition, characteristics of effective administrators are detailed. They include such things as sensitivity to how decisions are made, establishing a "risk neutral" culture, nurturing critical support groups, acting responsibly, increasing communication, and maintaining an organizational image. (LB)
TL;DR: The idea of "leadership" has occupied an important position in the study of management, so that textbooks on organisational behaviour routinely allocate a chapter to discussion about it.
Abstract: The idea of “leadership” has occupied an important position in the study of management, so that text‐books on organisational behaviour routinely allocate a chapter to discussion about it. It is invariably handled by recourse to a review of the major schools of thought and empirical findings associated with the concept. More specifically, writers of such texts are typically concerned with those aspects of leadership studies which have focused on its possible linkage with various indicators of performance or effectiveness. In addressing such issues, such writers focus on whether it is possible to isolate the personal characteristics of the effective leader, and whether it is possible to discern effective leadership styles.
Book•
01 Jan 1984
TL;DR: In this paper, the authors present an overview of where an agency came from and where it's going and discuss its structure and structure, as well as its organizational culture and its structure.
Abstract: Prologue Introduction PART I: CONTEXT, CONCEPTS, AND CHALLENGES 1. Where Your Agency Came From and Where It's Going Prequel to Chapter 2 2. Concepts, Theories, and Classifications PART II: UNDERSTANDING PEOPLE AT WORK 3. Role Playing and Group Membership 4. Motivation and Satisfaction at Work 5. Agencies, Jobs, and Careers 6. Professionalism and Volunteerism PART III: UNDERSTANDING PROCESSES, PROGRAMS, AND OPERATIONS 7. Organizational Culture 8. Leadership, Management, and Governance 9. Fundraising and Development 10. Agency Structure and Change About the Author
TL;DR: A culture is a unifying philosophy ethic and spirit; a set of superordinate goals as discussed by the authors, which is the sum of behaviour patterns and standards that bind it together over many years.
Abstract: When we speak of the culture of an organisation, we refer to the behaviour patterns and standards that bind it together. Some organisational cultures encourage productivity; many do not. Culture should not be confused with climate. Climate is the short‐term mood of an organisation. Unlike culture, it is fragile and subject to change. But culture — the sum of behaviour patterns and standards — is built up over many years. Culture is a unifying philosophy ethic and spirit; a set of superordinate goals. There is no such thing as “instant culture”. It is possible that a positive climate will erode a strong counter‐productive culture, but it will take generations. Other than changing virtually all management staff, there is no quick fix. It is almost always more productive to use the standards of the current culture, however alien to the organisation's goal, rather than to force‐feed new standards.
01 Jan 1984
TL;DR: In this paper, a design for a model future steelworks is described, which incorporates principles such as anticipatory learning, a "tent" organization culture, a task oriented plant layout, a democratic governance system, local information systems, and dialectical decision making.
Abstract: Recent organizational design efforts to provide more attractive jobs, including most attempts to apply socio-technical system principles, have failed to account for the dynamic nature of the environment. The practice of socio-technical design should respond to this failing by accommodating both environmental change and workers' confidence to cope with it. An attempt to make this accommodation, in a design for a model future steelworks, is described. The design incorporates principles such as anticipatory learning, a “tent” organization culture, a task oriented plant layout, a democratic governance system, local information systems, and dialectical decision making. It offers one answer to how careers within organizations, and organizations surrounding careers, can each influence the other while remaining adaptive to external change. The problems raised by dynamic environments can be met by putting learning and exploration back into workers' careers.
TL;DR: The boundary crossing of employees is related to the internal reward system and the external opportunity structure, and the anticipated behaviour of employees are linked to different types of organizational and occupational segments, and implications for further research are suggested.
Abstract: The two main aspects of an employment relationship are exchange and membership. The corresponding organizational processes, allocation and socialization, are examined. The possible tensions between newcomer and oldtimers are linked to work and organizational cultures. The boundary- crossing of employees is related to the internal reward system and the external opportunity structure. The anticipated behaviour of employees is linked to different types of organizational and occupational segments, and implications for further research are suggested.