Understanding Organizational Culture

Citation

Hoe, S. (2003), "Understanding Organizational Culture", Leadership & Organization Development Journal, Vol. 24 No. 2, pp. 110-110. https://doi.org/10.1108/lodj.2003.24.2.110.2

Over the last decade, a substantial amount of research has been done on the nature and prevalence of organizational culture. Although management scholars have reached a consensus regarding the existence of a culture in every organization, the term “culture” generally carries with it a certain degree of ambiguity. In addition, it is difficult to find a measure of agreement about its meaning and scope.

The overall purpose of this book is to suggest a framework for a “sensitized” thinking about organizational culture. Throughout the book, Alvesson answers questions of definition, explores alternative perspectives, and expands on culture‐related issues such as performance, leadership and change management. He has synthesized the advances in the field of organizational culture and drawn upon the range of relevant literature within organization studies for a better intellectual understanding of organizational culture.

Understanding Organizational Culture consists of eight chapters: concept of organizational culture, culture as metaphor and metaphors for culture, organizational culture and performance, organizational culture and business administration, leadership and organizational culture, culture as constraint: an emancipatory approach, multiple‐level shaping and ambiguity of culture, and cultural change and conclusions.

Chapter one introduces the concept of culture and emphasizes that culture remains a key organizational issue in management and business studies. The meaning of culture and its numerous definitions and paradigms from different organizational researchers are discussed. Chapter two explains the use of metaphors as an organizing device in thinking and for discussion about a complex phenomenon like culture. By adopting a metaphorical approach, one can try to achieve a level of understanding below the surface of the organization. Chapter three explores the culture‐performance relationship and attempts to address the causal links between the two variables. Chapter four discusses the relevance of a cultural approach to a set of business concerns, in particular, how culture shapes corporate strategy and marketing. In Chapter five, the cultural approach to leadership is developed. This includes a definition and discussion of leadership, and the influences of leaders on organizational culture.

Culture is a necessary condition for a co‐ordinated organizational structure, and should be seen as a positive force. However, when leaders try to influence organizational culture based on a set of understandings that all involved take for granted, a subtle form of power is being exercised. This may counteract logical questioning and independent thinking. These leadership issues are elaborated in Chapter six. Chapter seven focuses on the multiple‐level shaping and ambiguity of culture through sub‐cultures. Sub‐cultures that are formed by different groups within an organization challenge the unitary view of culture. Therefore, it is suggested that local as well as more macro context is needed to understand cultural manifestations at the organizational level.

The concluding Chapter eight suggests that a cultural change does not happen when management tries to impose new behaviours. It is actually a change of ideas, values and meanings for a large group of people. The author emphasizes that the one golden rule for intended cultural change is stamina. The ideal of quick fixes and the pressures on many companies to deliver good results in the short‐term perspective runs directly against cultural change, as it normally takes time and calls for considerable skills, persistence and enthusiasm.

Understanding Organizational Culture provides a useful and comprehensive guide to understanding organizational culture, from a range of angles and contexts. The author has used many examples to develop and illustrate ideas on how cultural thinking can be used in managerial and non‐managerial organizational theory. This book addresses the advanced academic as well as the reflective practitioner, and will be essential reading for undergraduate and postgraduate courses in organization studies. It is also relevant to students and academics in sociology and psychology.