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Levels and Patterns in the Analysis of the Organizational Culture

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Author(s): Mariana Aida Cimpeanu

Journal: EIRP Proceedings
ISSN 2067-9211

Volume: 6;
Issue: 1;
Start page: 782;
Date: 2011;
Original page

Keywords: rganisational culture | the visible level of culture | the hidden level of culture | analytical models

ABSTRACT
Knowledge and analysis of the component elements of the organizational culture helps us greatly understand the respective culture, establish the main guidelines of the company values and understand the behaviours and attitudes of the employees. M. Thevenet indentifies two levels at which the culture manifests itself: the external level – the outside culture (which refers to local, regional or national culture), and the inner level –the internal culture (including organizational culture, professional culture, the culture of a group). Starting from this assumption, one can identify the main components of the organizational culture: founders, the organization’s history, values, beliefs and symbols, the way of thinking, the standards of behaviour etc. Some of these are visible, forming a cultural foundation surface, while others create a less visible foundation of culture – the hidden level. Kotter and Heskett agree that these two levels of analysis are very connected and influence each other. Considering their importance, other authors identify three, four or more levels of culture (Denison, Hofstede, Shein), bringing forth first the values then the rituals, heroes and symbols. Different models of culture analysis help us explain the elements of culture and understand its importance by providing for the researchers a starting point in explaining specific aspects related to the organizational culture and the organizational behaviour. By understanding the organizational culture, the members of an organization are able to shape their behaviour, can recognize their rights and obligations inside the company and the style of internal communication. They can determine the style of clothing and the dominant attitude inside the company, the way in which the management defines and implements its decisions and the staff policy.
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