ÖRGÜT KURAMI VE TASARIMI

Based on a review of cultural approaches Mats Alvesson from the Lund University of Sweden concludes that culture has specific characteristics , such as: culture is not a rational and analytical phenomenon; it is more of an integrative, subjective, and emotional phenomenon.

From the sociological perspective, subculture is defined as groups sharing overall cultural values of the society but diverges from these groups by holding different values brought by their lifestyles, values, and norms.

Disadvantages of having strong organizational culture are: 1.Makes mergers & acquisition harder. 2.Only attracts the same type of people thus diminishes organizational diversity. 3.Creates organizational inertia. 4.Decreases organization’s environmental adaptability potential.

Some essential characteristics of healthy organizational culture are listed below: • All members of the organization are empowered and held accountable. • Employees are encouraged to take risks within set limits. • Searching for better alternatives about how jobs to be done is the norm • Mistakes are tolerated to some degree and treated as a learning opportunity.

Basic assumptions are the most inner level and are said to be the core of organizational culture. Basic assumptions have a substantial influence on employees. Once it is inscribed into their cognitive schema, people tend to act without further scrutiny.

The factors affecting the process of constructing organizational culture are: organizational history, founder and top management team, mission and vision statement, human capital, power relations and authority, communication styles, reward and discipline systems, organizational environment.

Jargon is particular words or expressions used by a profession or group that are difficult for others to understand. If you don’t have education in medical sciences, language spoken at the emergency room may have no meaning. Every profession has its jargon. Doctors, lawyers, accountants have all use their particular language that others can often find it hard to understand.

Ouchi describes three types of organizations which are called Type J, Type A, and finally Type Z. Type J depicts features of the typical one of which is slow evaluation and promotion.

Organizational culture in Cameron and Quinn's model is said to be composed of two values in which each value competes within. Each continuum highlights a core value that is opposite from the value on the other end of the continuum and hence constructing a four-fielder. These core values are; • Stability and Control Vs. Flexibility and Discretion, • Internal Focus and Integration Vs. External Focus and Differentiation. When these two values are put together on an X-Y axis, four different quadrants depicting different forms organizations emerge.These four quadrants are named as clan, adhocracy, hierarchy, and market.

''Business leaders are less ethical today than they used to be'' is a myth. The reality is that the ethical concern in organizations has always been a pervasive issue.

What was the reason behind the rise of organizational culture as a concept for understanding organizations? Of course, it was not coincidental. Many social, field and individual-level developments triggered the increase of awareness in the 90s. These factors are explained below:5 • Individualism and alienation: By the end of 1970s modern societies witnessed widespread diffusion of individualism that alienated people from the society. Lonely people searching for an identity celebrated organizational culture as a haven. Organizational culture allowed people to answer aching questions for raison d’etre! “Who am I, what is my reason for being in this world? what this organization stands for?” are all examples of questions asked and generally found an explanation within the concept of organizational culture. • Technically advanced production and the rise ofservice industry: Production process was upgraded to an advanced level in which automation became widespread. Moreover, the volume of service industry gradually surpassed goods production in many developed countries.Thus,employees had to be more customer-focused and technically qualified. Consequently, skillful and welltrained employees preferred independent working conditions. Organizational culture, as a way of controlling employee behavior, allows members to use their judgment, and act morefreely within defined organizational norms. Once members of the organizations cultivated with organizational values, close supervision will be redundant.• Machine bureaucracy gradually became less useful in managing people: Scientific management was the paradigm relevant to 1960s and 1970s. During 1980s validity of scientific management as the only paradigm for managing people started to be scrutinized. The effectiveness of objective and mathematical management techniques like time-and-motion studies was challenged. This movement led scholars focusing on the human aspect of management, or in other words, “soft” aspects of organizations. • Innovative production techniques: Mass production techniques increase the level of efficiency. But these techniques usually decrease the overall flexibility of the organization. To balance the level of efficiency with the degree of flexibility, organizations should employ people who have a sense of active belonging and commitment. Organizational culture is providing a cognitiveschemethroughwhich members can agree upon collective values, and thus elevates the level of organizational commitment. • Japanese miracle: After the devastation experienced by Japan following the 2nd World War, Japan’s reborn as an economic power found to be related to the Japanese management style. Globalization which is generally equated with getting rid of economic, political, cultural, and technological barriers led to an increase in awareness and curiosity in the global west for the east. It was self-evident that Japanese miracle was mostly related to the Japanese cultural value system and its reflections within Japanese organizations. Other countries also tried to understand and encapsulate these reflections for themselves, and hence the interest in the cultural aspect of organizations tend to strengthen.

Organizational culture is shared social knowledge among organizational members shaping organizational members’ attitudes and behaviors based on mutually accepted rules, norms, and values.

Organizational culture is made up of fundamental beliefs and assumptions, providing shared values that make being a part of an organization meaningful, and offers organizational members welldefined integrative patterns for expressing themselves. Organizational culture is usually defined as a norm and value-based phenomenon.

Subculture is defined as groups sharing overall cultural values of the society but diverges from these groups by holding different values brought by their lifestyles, values, and norms.

Organizational culture has three levels, namely basic assumptions, espoused values, and artifacts.

Physical symbols, slogans, stories, jargon, ceremonies, rites and rituals, code of conduct are the ways organizational culture is conveyed.

Ethics is about personal morality. Organizations can reinforce ethical values and behavior by using tactics given below; • Selecting and recruiting ethically developed employees, • Determining moral codes, • Ethical leadership, • Designing performance management and defining organizational objectives in relation to the ethical standards, • Ethics training and education, • Independent audits and • Setting up proactive mechanisms for preventing unethical behavior.