MGMT2002 Lecture Notes - Lecture 9: Dominant Culture, Workplace Politics, Australian Human Rights Commission

• School: UNSW, UNSW Sydney
• Department: Management
• Course: MGMT2002
• Professor: M G M T2002

Document Summary

Organisational culture: the values and assumptions shared within the organisation, defines what is important and unimportant, a company"s dna: an invisible yet powerful template that shapes employee behaviour, assumptions, values and artefacts. Experimenting, opportunity seeking, risk taking, few rules, low cautiousness. Content of organisational culture: the relative ordering of values, a few dominant values, example: woolworths ltd, hardworking, responsible, family-oriented, problems measuring organisational culture, oversimplifies diversity of possible values. Ignores shared assumptions: adopts an integration perspective, an organisation"s culture is ill-defined, diverse subcultures (fragmentation, values exist within individuals, not work units. Organisational culture/subcultures: dominant culture most widely shared values and assumptions, subcultures, located throughout the organisation, can enhance or oppose (counter cultures) firm"s dominant culture, two functions of countercultures, provide surveillance and critique, ethics, source of emerging values. Deciphering organisational culture through artefacts: observable symbols and signs of culture, physical structures, ceremonies, language, stories, maintain and transmit organisation"s culture, need many artefacts to accurately decipher a company"s culture.