Culture and Organizational Culture
Culture is a broad and complex term, which is extremely difficult to define. The main problem here is that this word refers to numerous concepts and various areas of life. Generally speaking, culture can be described as a set of knowledge, values, attitudes, and behavior tactics that are common to a particular group of people.
As an example, every nation has its culture, and what is usual for one of them can be totally unacceptable for another. Spencer-Oatey describes a misunderstanding based on a divergence of cultures between an Anglo-American teacher and a father of a Navajo pupil (5).
The man entered the classroom to take his son home and did not say a word, although the teacher greeted him and introduced himself (Spencer-Oatey 5). The man remained silent because it was respectful according to his culture and did not say his name since his religion did not allow it. However, from the Anglo-American perspective, just the opposite was respectful.
Something similar can be found in organizations. So, the organizational culture is a set of knowledge, values, attitudes, and behavior tactics, which are appropriate for a particular firm or company. Mann suggests considering organizational culture “in Iceberg terms” to emphasize that this concept is much deeper than people think (47).
From this perspective, company’s strategies and values constitute the tip of the iceberg, while its systems, roles, and knowledge lie deep under water. Culture can be strong or weak, flexible or stiff, stable or constantly changing. It also can be people- or goal-oriented.
The best examples of strong organizational cultures are cultures of such companies as Toyota, Panasonic, Dell, and others (Walentynowicz 70). All of them can be characterized by the collective ways of problem-solving, innovation skills, maintaining norms and rules of an organization, healthy balance between employees’ needs and the company’s interests, etc.
Traditional and Modern Organizational Cultures
Traditional and modern organizational cultures have a lot in common since both types are the systems of shared knowledge, values and attitudes. However, particular values, views, and tactics can be rather different.
As a prime example, traditional work culture is more stable and strict. It usually implies five working days and two days off, as well as being at the workplace from 9 to 5. Employees can also be required to wear formal clothes. The same conservatism preserves in relations, a partnership with other firms and so on.
Modern organizational culture, on the contrary, offers flexible hours, casual outfits, a possibility to design your own workspace, etc. Such companies are more innovative, progressive and operate according to the rule that satisfied employees do their best instead of a required minimum.
While traditional approaches are goal- and outcome-oriented, modern ones are more considerate of people. Leaders of organizations guided by modern approaches always try to find a healthy balance between the things that are beneficial for a company in general and the needs of every employee in particular.
The concepts of leadership in traditional and modern organizational cultures are also different. Traditional approaches imply that all workers follow the instructions of the ruling elite, whose aim to manage, guide and innovate. Modern organizational cultures, on the contrary, encourage every single employee to develop their leadership skills and come up with their own ideas.
Finally, the greatest difference between traditional and modern organizational cultures is their efficiency nowadays. According to a study conducted by Weeks, “traditional paradigms of organisational culture management” are “no longer effective for dealing with the unpredictable and disruptive changes of a highly complex, competitive and turbulent” business environment (43). Indeed, business evolution has changed the world, in which organizations exist, and there is no other choice but to change organizational cultures to meet its demands.
Works Cited
Mann, Tony. “What is culture?” Training Journal (2010): 47-51. Print.
Spencer-Oatey, Helen 2012, What is Culture? A Compilation of Quotations. 2015. Web.
Walentynowicz, Piotr. “Lean Organizational Culture as an Example of a Positive Organizational Culture.” Journal of Positive Management 5.1 (2014): 67-84. Print.
Weeks, Richard. “Organisational culture: a contemporary management perspective.” Acta Commercii 10 (2010): 43-58. Print.