Tom Dinh it6x11 a1 cultural approach to organizations
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This document discusses cultural approaches to organizations. It covers Clifford Geertz's view that culture is what a group learns over time to solve survival problems, and Michael Pacanowsky's application of this view to organizations. Pacanowsky sees organizational culture as the residue of employee performances that constitute culture. The document also discusses using stories, designing and influencing culture, building culture through shared purposes and rituals, and cites references on organizational culture.
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Tom Dinh it6x11 a1 cultural approach to organizations
- 1. Cultural Approach to Organizations IT6x11 T2/2015 Dinh Manh Hoang ID:21500759
- 2. Contents: • Culture • Theories of Geertz and Pacanowsky • Geertz’ point of view • Pacanowsky’ consideration • Pacanowsky’s view • Stories • Pros and cons • Building Culture • Q & A • References 2
- 3. Culture: • Culture is what a group learns over a period of time as that group solves its problems of survival in an external environment and its problems of internal integration (Schein, 1990). 3
- 4. Theories of Geertz and Pacanowsky: • Anthropologist Clifford Geertz’ view in cultures • In the field of speech communication, Michael Pacanowsky has applied Geertz's approach in his research of organizations. • Pacanowsky asserts that communication creates and constitutes the taken-for-granted reality of the world. (http://www.mindtools.com/pages/article/newSTR_90.htm) 4
- 5. Geertz’ point of view: (http://www.mindtools.com/pages/article/newSTR_90.htm) 5
- 7. Pacanowsky’s view: • Pacanowsky views the web of organizational culture as the residue of employee performances • The very actions by which members constitute and reveal their culture to themselves and others. • Job performance may play only a minor role in how a corporate culture is created 7
- 8. Stories: • Corporate stories • Personal stories • Collegial stories 8
- 9. Pros and cons: • Advantages • Can be designed • Team up • Disadvantages • Need influence or adaption • “Export” or “import” culture 9
- 10. Building Culture: • Team of people: (Wilkinson, 2011) • Same purposes • Same passion • Same ideas • Rituals and Routines (The Internship 2013) 10
- 11. Q & A 11
- 12. References: • Geertz, C. (1973). The interpretation of cultures. New York: Basic Books. • Pacanowsky, M., & O'Donnell-Trujillo, N. (1982). Organizational communication as cultural performance. Washington, D.C.: ERIC Clearinghouse. • Schein, E. H. (1990). Organizational Culture. Massachusetts, USA: American Psychologist. • Wilkinson, J. (2011). Company's Culture Determined by Design or Default. Retrieved from youtube.com channel TEDx Talks: https://www.youtube.com/watch?v=WDFqEGI4QJ4 12
- 13. Thank you !
Editor's Notes
- Clifford Geertz & Michael Pacanowsky
- Such learning is simultaneously a behavioral, cognitive, and an emotional process. Extrapolating further from a functionalist anthropological view, the deepest level of culture will be the cognitive in that the perceptions, language, and thought processes that a group comes to share will be the ultimate causal determinant of feelings, attitudes, espoused values, and overt behavior.
- as webs of shared meaning, shared understanding, and shared sense making. Geertz' work has focused on Third World cultures, but his ethnographic approach has been applied by others to organizations.
- Geertz is referring to the influence of culture on human beings. Geertz is saying humans have the ability to create and modify their cultures, but their cultures serve to define the world around them In order to travel across the web toward it’s center, outsiders must discover the common interpretations that hold the web together. To become an integral member of the web we as outsiders need to understand the common culture of a business to become part of it
- Pacanowsky believes in Geertz symbolic approach and considers culture as more than a single variable in organizational research. Culture is not a piece of the puzzle (pơ sồ), it is the puzzle. An organization becomes what it is based on the people who work within the organization
- People get the job done. Not only by performing the actual steps required to complete a task. They talk, joke, pick on each other, while doing the least amount of work required to not get in trouble with superiors
- 1. Corporate stories – Carry the ideology of management and reinforce company policy 2. Personal stories -Those that the company personnel tell about themselves, often defining how they would like to be seen within the organization Collegial stories – Are positive and negative anecdotes told about others in the organization 1. Corporate Stories: what management decides shares with employees 2. Personal Stories: told to help define who individuals are within the organization 3. Collegial Stories: good or bad stories told about others in the organization
- Working environment Glue and net to keep people on the way
- Application of the theory Explained how the theory can be applied to everyday situations for understanding and/or predicting human behaviour. Cover the following: 1. In your own life 2. In a general business/ organizational setting Relevance to the IT industry Company's Culture Determined by Design or Default? Lifelong entrepreneur Jay Wilkinson, President of Firespring, a 2011 Inc. Magazine Top Small Company Workplace shares his company's secret sauce to a vibrant culture that attracts and keeps great talent. Rituals and Routines – The daily behavior and actions of people that signal acceptable behavior. This determines what is expected to happen in given situations, and what is valued by management. The Internship 2013