MGMT 110 Lecture Notes - Lecture 5: Egalitarianism, Sensemaking, Collectivism
Week 5: Managing Cultures
Learning Objectives
- After completing this topic, you should be able to:
o Recognise that organisation culture is a more complex phenomenon than is often thought
o Understand why managing culture within organisations can be a challenge
o Understand why organisations typically have multiple cultures and subcultures, and that
these are not easily managed by managers
o Distinguish between integration, differentiation, and fragmentation accounts of organisation
culture
o Explain why the influential work of Geert Hofstede is subject to serious criticism
Outline
- Introduction
o Culture and norms
o Stories and artefacts
- Organisational culture
- Levels of culture
- Strong culture
- Perspectives of culture
- National cultures
Introduction
- ‘Managing the culture’ of an organisation is often presented as an easy task
o It is commonly suggested that an organisation is undergoing cultural change only to remain
significantly the same at the end of the change process
o Cultures that exist in organisations are often not amenable to being managed
Dimensions of Culture
Culture
- Culture comprises the habits, values, morals and ways of acting – often referred to as norms –
by which people identify themselves and others
- One way to establish clearly what the norms are is breaking them; breaching the norms draws
it to attention
- Everyday knowledge that people use habitually to make sense of the world around them
Symbols
Artefacts
Stories and
narratives
Gestures
Values
Norms
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