TABLE OF CONTENTS
TABLE OF CONTENTS 1
LIST OF FIGURES 1
1. Selected definitions of organisationalculture 2
1.1. Deal and Kennedy’s definition 2
1.2. Schein’s definition 3
1.3. Scholz’s definition 4
2. A brief review of Harrison’s and Handy’s cultural model 6 3. Apply Harrison’s and Handy’s cultural model in analyzing the culture of Vietnam Dairy Products Joint Stock Company (Vinamilk) 8 3.1. An overview of Vinamilk history 8
3.2. Cultural context at Vinamilk 8
LIST OF FIGURES
1. Figure 1. Deal and Kennedy’s typology 2
2. Figure 2. Schein’s three levels of culture 3
3. Figure 3. The evolution-induced dimension 4
4. Figure 4. The internal-induced dimension 4
5. Figure 5. Illustration of the power culture model 5
6. Figure 6. Illustration of the role culture model 5
7. Figure 7. Illustration of the task culture model 6
8. Figure 8. Illustration of the person culture model 6
From the last few decades of the 20th century until now, several forms of organisation have been widely-researched. It is extensively recognised that each of organization types has different cultural attributes. Numerous studies in this field reveal the impact of organisational culture on the performance and efficiency of an organization. Which organisational cultural model is suitable to fit the fast-changing world economic situation has long been a contentious issue. Regardless of how controversial it may be, there is no accurate answer as culture is hard to define precisely. Hence, this assignment does not aim to produce the response for the above question, but instead offers several definitions of organisational culture and a study to illustrate the application of cultural model chosen at Vietnam Dairy Products Joint Stock Company. BODY
Selected definitions of organizational culture
Deal and Kennedy’s definition
According to the concept of Deal and Kennedy (1982) described on the book namely Corporate Cultures: The Rites and Rituals of Corporate Life, culture was described in brief as “the way we do things around here”. The authors classified corporate cultures according to two determinants: the level of risk and the pace of feedback from the environment on decision making. Their studies categorized four generic cultures as below. - The tough-guy, macho culture: There is intense pressure on individuals and considerable emphasis on speed and the short-term rather than the long-term future. - The work-hard/play-hard culture: This sort of culture exists in environment where people are encouraged to simultaneously work and play. These organisations tend to be dynamic and often customer-focused. - Bet-your-company culture: This is a hierarchical organization form which focuses primarily on the future. People tend to behave co-operatively and appreciate technical competence. - The process culture: Employees in these cultures often lack feedback on their actions and concentrate mainly on technical skills in the performance of their commission. Job titles and formality are highly highlighted. It can be seen that Deal and Kennedy emphasizes the speed the organization receives feedback, and the degree of risks taken. The overview is shown in Figure 1.
Overall, Deal and Kenney's culture types reflect how an organisation responds to the market place. It would appear that they admitted no organisations will accurately match with any one of their four types. However, they highly contend the pattern is a useful stage in supporting managers to identify the culture of their organisations. Schein’s definition
Based on Edgar Schein’ view (1985), culture is defined as “a pattern of basic assumptions” that members of an organisation possess, and which guides people to perceive, think and act in the correct way. From his point of view, culture exists on three cognitive levels that include: Artifacts: the features of the organization which can...
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