MGMT1135 Lecture Notes - Lecture 24: Organizational Culture, Ikea, Bicycle Parking
Document Summary
Today"s agenda: what culture is and is not , what it does in organisations, what are the layers/elements of culture. Culture: shared ways of thinking and doing things (i. e. mental programming) in a social group, e. g. an international student collects information and use the information to make sense of how people in. Organisational culture: the implicit and emergent organisational understandings (e. g. assumptions, beliefs and values) that contextualise efforts to make meaning, including internal self-definition. "the customary or traditional ways of thinking and doing things, which are shared to a greater. Or lesser degree by all members of the organisation and which new members must learn and at least partially accept in order to be accepted in the service of the firm" (jacques, 1951). Strong cultures: a strong culture is one which is deeply embedded into the ways a business or organisation does things, drive commitment and motivation, set clear direction, spur pursuit of excellence, assign responsibility and empowerment.
