Johnson & Scholes' Cultural Web: Difference between revisions
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From Wikipedia | From Wikipedia | ||
Johnson (1988) described a cultural web, identifying a number of elements that can be used to describe or influence Organizational Culture: | [[Author::Johnson and Scholes]] (1988) described a cultural web, identifying a number of elements that can be used to describe or influence Organizational Culture: | ||
The Paradigm: What the organization is about; what it does; its mission; its values | The Paradigm: What the organization is about; what it does; its mission; its values? | ||
Control Systems: The processes in place to monitor what is going on. Role cultures would have vast rulebooks. There would be more reliance on individualism in a power culture. | Control Systems: The processes in place to monitor what is going on. Role cultures would have vast rulebooks. There would be more reliance on individualism in a power culture. | ||
''Organizational Structures'': Reporting lines, hierarchies, and the way that work flows through the business. | *''Organizational Structures'': Reporting lines, hierarchies, and the way that work flows through the business. | ||
''Power Structures'': Who makes the decisions, how widely spread is power, and on what is power based? | *''Power Structures'': Who makes the decisions, how widely spread is power, and on what is power based? | ||
''Symbols'': These include organizational logos and designs, but also extend to symbols of power such as parking spaces and executive washrooms. | *''Symbols'': These include organizational logos and designs, but also extend to symbols of power such as parking spaces and executive washrooms. | ||
''Rituals and Routines'': Management meetings, board reports and so on may become more habitual than necessary. | *''Rituals and Routines'': Management meetings, board reports and so on may become more habitual than necessary. | ||
''Stories and Myths'': build up about people and events, and convey a message about what is valued within the organization. | *''Stories and Myths'': build up about people and events, and convey a message about what is valued within the organization. | ||
These elements may overlap. Power structures may depend on control systems, which may exploit the very rituals that generate stories. | These elements may overlap. Power structures may depend on control systems, which may exploit the very rituals that generate stories. | ||
[[Category:Strategy]] | [[Category:Strategy]] | ||
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Revision as of 18:25, 16 October 2011
By describing the distinctive rituals, stories, symbols, power and organisational structures and control systems that can contribute to the organizations worldview on e can more clearly characterize an oragnisation's culture
From Wikipedia
Johnson and Scholes (1988) described a cultural web, identifying a number of elements that can be used to describe or influence Organizational Culture:
The Paradigm: What the organization is about; what it does; its mission; its values? Control Systems: The processes in place to monitor what is going on. Role cultures would have vast rulebooks. There would be more reliance on individualism in a power culture.
- Organizational Structures: Reporting lines, hierarchies, and the way that work flows through the business.
- Power Structures: Who makes the decisions, how widely spread is power, and on what is power based?
- Symbols: These include organizational logos and designs, but also extend to symbols of power such as parking spaces and executive washrooms.
- Rituals and Routines: Management meetings, board reports and so on may become more habitual than necessary.
- Stories and Myths: build up about people and events, and convey a message about what is valued within the organization.
These elements may overlap. Power structures may depend on control systems, which may exploit the very rituals that generate stories.
