1. Essays, UK. (November 2018).

The Theoretical Studies Of Organizational Culture

Commerce Essay. Retrieved from https://www.ukessays.com/essays/commerce/the-
theoretical-studies-of-organizational-culture-commerce-essay.php?vref=1

2. 6 Characteristics Of A Strong Corporate Culture. (n.d.). Retrieved from cpjobs.net:

https://cpjobs.net

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1. Robbins, S. P., (1998) defined 'a strong culture is one that is internally consistent, is widely
shared, and makes it clear what it expects and how it wishes people to behave.'
2. Kaufman, (2002) stated that 'a positive organizational culture reinforces the core beliefs and
behaviors that a leader desires while weakening the values and actions the leader rejects.
3. Peters and Waterman (1982) indicates that 'a negative culture becomes toxic, poisoning the
life of the organization and hindering any future potential for growth. Obviously, there is an
inevitable bridge joining organizational culture and the level of success it enjoys. Strong
culture is said to exist where staff respond to stimulus because of their alignment to
organizational values. Conversely, there is Weak Culture where there is little alignment with
organizational values and control must be exercised through extensive procedures and
bureaucracy.'
4. Kilmann, Saxton, and Serpa, (1986) defined strong cultures as 'those where organization
members place pressure on other members to adhere to norms
5. Byrne, (2002) indicates that 'a strong organizational culture will exert more influence on
employees than a weak one. If the culture is strong and supports high ethical standards, it
should have a very powerful and positive influence on employee behaviour.
6. Quantitative analysis has shown that firms with strong cultures outperform firms with weak
cultures by facilitating coordination and control, emphasising common goals and increasing
employees’ efforts (Kotter and Heskett, 1992; Gordon and DiTomaso, 1992)
7. A strong culture enhances an organization’s ability to execute its strategy (Tushman and
O’Reilly, 1997). In an organization with strong culture, employees are more prepared to take
responsibility and fulfill their mission within the organization with enthusiasm.
8. Strong organizational culture serves to “provide group members with a way of giving
meaning to their daily lives, setting guidelines and rules for how to behave.” ( Schein, 1991,
p. 15. )
9. A strong culture could also be a means of manipulation and co-optation (Perrow 1979).
10. Organizational culture varies more than any other corporate asset, including large and
tangible information and communication technology infrastructure. It is said to be strong
where employees respond to stimuli because of their alignment with it. Conversely, it is said
to be weak where there is little alignment, and control is exercised with administrative
orders (Olivier, 2009)
11. Strong cultures are those in which organizational values and beliefs are widely shared and
significantly influence people’s behaviour on the job (Badovick and Beatty 1987; Deal and
Kennedy 1982)
12. A strong organizational culture contains two vital traits: (1) the ability to influence and
motivate organizational members to behave in a manner endorsed by the organization and
(2) a crystallization, or pervasive level of agreement on the part of members, regarding the
importance of the system of organizational values (O’Reilly 1989; O’Reilly, Chatman, and
Caldwell 1991; Schneider 2000; Wiener 1988).
13. On the other hand, weak cultures produce symptoms such as a lack of motivation by the
members of the organization (John, 2006). Weak cultures provide little or no strategy-
implementing assistance since there are no traditions, beliefs, values, common bonds, or
behavioral norms that management can use as levers to mobilize commitment to executing
the chosen strategy.
14. Sporn (1996) argues that cultural strength occurs when:

 There is a good fit between the organizational, managerial and individual values
 There is widespread understanding and allegiance to the strategic direction and plans
within the organization
 The organizational structures assist the achievement of the desired goals.

15. Some researchers have questioned how well strong cultures improve bottom-line
performance (Saffold, 1988). According to Denison (1990), Organizations with strong
cultures had greater returns on investments, but only in the short run; after three years the
relationship between cultural consistency and performance became negative.

Strong cultures may enhance short-term success but inhibit long-term organizational
performance, they may even contribute to long-term failure by preventing organizations
from adapting to changing contingencies (Alicia, 2002).

Gagliardi (1986) suggested that organizations with strong cultures are capable of only
limited change because members are especially resistant to changing those strongly held
and widely shared values. This resistance limits the range of permissible value changes to
those that are compatible with existing core values.

For example, such resistance threatened Westinghouse’s survival, by preventing it from

reaping any benefits from acquiring a factory automation business. The head of
Westinghouse’s advanced technology group concluded after this significant failure that, “It
was a classic case of trying to merge an entrepreneurial organizational into a relatively slow-
moving, large American corporation” (Nohria, Dwyer, & Dalzell, 2002)
Thus, while cultural strength and stability may enhance organizational performance in the
short run and in stable environments, they may also inhibit an organization’s ability to
change, adapt, or innovate (Alicia, 2002)

Trước khi đổi mới, Samsung có nhiều văn hóa xấu (liệt kê ra). Những văn hóa này tạo nên sự
thất bại trong kinh doanh và cản trở sự phát triển của Samsung. Đến thời của Lee Kun Hee,
ông đã tạo nên sự thay đổi lớn đối với toàn bộ Samsung, hình thành nên một Samsung hoàn
toàn mới. Sự thay đổi này nhất quán với con đường phát triển của Samsung, tạo nên thành
công và danh tiếng cho Samsung ngày hôm nay(kể ra những thay đổi được thực hiện)

Trong bài báo cáo này, chúng tôi chú trọng vào những thay đổi ở mảng HRM.

Phân tích về văn hóa Samsung thời kì trước khi đổi mới phải đạt trong bối cảnh xã hội của
Hàn Quốc lúc bấy giờ.

https://www.businessinsider.com.au/how-samsung-became-the-biggest-electronics-
company-in-the-world-2013-3
https://www.ukessays.com/essays/management/distinguishing-strong-from-weak-organizational-
culture-management-essay.php
Organizational culture

Man spends major part of his life in the organizations within which he works. When people join an
organisation, they bring with them the unique values and behaviours that they have been taught. Any
organisation with firmly established organisational culture would be taught the values, beliefs and expected
behaviours of that organisation. Just as society moulds human behaviour, an organisation also moulds human
behaviour that is in tune with the prevalent set of norms and behaviour. In this process, certain basic attitudes
and beliefs about the people and their work situations are slowly but firmly accepted in the organisation,
which becomes its 'Organisational Culture.'

Robbins, S. P., (1998) defined 'a strong culture is one that is internally consistent, is widely shared, and makes
it clear what it expects and how it wishes people to behave.' Kaufman, (2002) stated that 'a positive
organizational culture reinforces the core beliefs and behaviors that a leader desires while weakening the
values and actions the leader rejects. Peters and Waterman (1982) indicates that 'a negative culture becomes
toxic, poisoning the life of the organization and hindering any future potential for growth. Obviously, there is
an inevitable bridge joining organizational culture and the level of success it enjoys.  Strong culture is said to
exist where staff respond to stimulus because of their alignment to organizational values. Conversely, there
is Weak Culture where there is little alignment with organizational values and control must be exercised
through extensive procedures and bureaucracy.' Kilmann, Saxton, and Serpa, (1986) defined strong cultures as
'those where organization members place pressure on other members to adhere to norms .' Byrne, (2002)
indicates that 'a strong organizational culture will exert more influence on employees than a weak one. If the
culture is strong and supports high ethical standards, it should have a very powerful and positive influence on
employee behaviour.'

Certainly, strong organizational cultures are those where the core values of the dominant culture are strongly
believed by the great majority of organizational members. On the contrary, weak culture exists where there is
little alignment with organizational values and where the control must be exercised through extensive
procedures and bureaucracy. Strong cultures in which the key values are deeply held and widely shared have a
greater influence on employees than the weak cultures. The more employees accept the organization’s key
values, the greater is their commitment to those values and the stronger the culture is.

Quantitative analysis has shown that firms with strong cultures outperform firms with weak cultures by
facilitating coordination and control, emphasising common goals and increasing employees’ efforts (Kotter and
Heskett, 1992; Gordon and DiTomaso, 1992).

A strong culture enhances an organization’s ability to execute its strategy (Tushman and O’Reilly, 1997).

In an organization with strong culture, employees are more prepared to take responsibility and fulfill their
mission within the organization with enthusiasm.
Strong organizational culture serves to “provide group members with a way of giving meaning to their daily
lives, setting guidelines and rules for how to behave.” ( Schein, 1991, p. 15. )

Although all organizations have cultures, some appear to have stronger, more deeply rooted cultures than
others. Initially, a strong culture was conceptualized as a coherent set of beliefs, values, assumptions, and
practices embraced by most members of the organization. The emphasis was on (1) the degree of consistency
of beliefs, values, assumptions, and practice across organizational members; and (2) the pervasiveness
(number) of consistent beliefs, values, assumptions, and practices. Many early proponents of organizational
culture tended to assume that a strong, pervasive culture was beneficial to all organizations because it
fostered motivation, commitment, identity, solidarity, and sameness, which, in turn, facilitated internal
integration and coordination. Still others noted potential dysfunctions of a strong culture, to the point of
suggesting that a strong culture may not always be desirable. For example, a strong culture and the
internalized controls associated with it could result in individuals placing unconstrained demands on
themselves, as well as acting as a barrier to adaptation and change. A strong culture could also be a means of
manipulation and co-optation (Perrow 1979). It could further contribute to a displacement of goals or sub goal
formation, meaning that behavioral norms and ways of doing things become so important that they begin to
overshadow the original purpose of the organization (Merton 1957; March and Simon 1958).

Culture was initially seen as a means of enhancing internal integration and coordination, but the open system
view of organizations recognized that culture is also important in mediating adaptation to the environment
(see Chapter 3: Overview of the Management and the Organizational Effectiveness Literatures). The traditional
view of a strong culture could be contrary to the ability of organizations to adapt and change. Seeing culture as
important for facilitating organizational innovation, the acceptance of new ideas and perspectives, and needed
organizational change may require a different, or more nuanced, view of organizational culture. Schein (1992)
notes that, indeed, a strong organizational culture has generally been viewed as a conservative force.
However, in contrast to the view that a strong organizational culture may be dysfunctional for contemporary
business organizations that need to be change-oriented, he argues that just because a strong organizational
culture is fairly stable does not mean that the organization will be resistant to change. It is possible for the
content of a strong culture to be change-oriented, even if strong organizational cultures in the past typically
were not. He suggests that the culture of modern organizations should be strong  but limited,  differentiating
fundamental assumptions that are pivotal  (vital to organizational survival and success) from everything else
that is merely relevant  (desirable but not mandatory). Today's organizations, characterized by rapidly changing
environments and internal workforce diversity, need a strong organizational culture but one that is less
pervasive in terms of prescribing particular norms and behavioral patterns than may have existed in the past.
This view was supported by Collins and Porras (1994) in their famous study (Built to Last) of companies that
had strong and lasting performance.
Implications at Individual Level:

The study relate following implications at individual and organisational level, where the management of the
organisation should give prior concern. The implications are detailed as follows.

Aggressive Behavior of members

A value system promotes integration of expectations of management philosophy, preferred behavioral

patterns, customs and rituals of the organization through compulsion and coercion hence develops
dissatisfaction and stress among members.  It is general human tendency to resist any integration process that
go against their will and co-operation.  Members have the very nature to cope up with such value system
through aggressive behavior beyond certain level of suppressive behavior.  It may develop into Burn Out Stress
Syndrome (BOSS) in later years.  This situation develops far-reaching consequence at Individual and
Organizational level. It leads to individual unrest industrial unrest and organisational dysfunction.

Irrationality of thoughts

Each employee has the very probability to expose themselves to weak demands set by the work culture of the
organization.  The level of satisfaction and stress related to the environmental exposure depends on how one
perceives the new demand and tries to cope up with it.  If the value system and the practices do not support
employees to take up the new challenges, these employees experience anxiety and tension.  A decision to take
up challenging situations with tension and anxiety further results in mistakes and errors.   In a power-centered
culture, there is more chance for irrational way of coping than rational one as there is more coercive approach
to make the members adjust with the culture. This often develops more conflicting situations.

Idleness of members

If the work culture is not challenging, innovative and improvement oriented, members have the very tendency
to continue the routine practices as it does not develop any situation, which is taxing to their skill and abilities. 
It is general human tendency to sit idle and enjoy all the benefits and privileges offered by the organization. 
This coping behavior is due to their preference towards an idle value system.  The idle work culture does not
call for any improvement of the labour force and of the organization.   If this way of preference becomes more
rigid in future, it has the very scope to develop into militant behavior of employees, where the organization
cannot introduce any organizational change for improvement.

Rigidity in behavior
The process of socialization helps members to internalize the norms, values, customs and practices that are
widely preferred by the organization.  Its purpose is to avoid occurrence and reoccurrence of deviations in
future.  If the value system of the organization is rigid and highly taxing to members, members have the very
tendency to develop dissatisfaction and stress.  It extends greater opportunity among members to justify their
stress and become more rigid in their behavior.  Excessive use of coercion and negative measures will develop
more rigidity in their attitude than mould their behavior suitable to the organization.

Suspicious mentality

The members in the organization are very clear about their expectations towards both maintenance needs as
well as motivational needs.  If the value system is unable to rectify their genuine doubts pertaining to
realization of existence, relatedness and growth needs, members have the very tendency to develop
suspicious attitude towards supervisors and top management. In a coercive – authoritative value system, there
is less probability for transparent way of interaction and inter relationship.  Members here have the very
tendency to develop suspicious mentality towards management's decision-makings that affect their personal
goals.  The outcome is same, individual-industrial conflict.

Antagonistic attitude

The industrial process is a collective work process where there is equal sharing of responsibilities.   A will of
readiness to share the organizational responsibilities come from a value system, which calls for mutual trust,
mutual respect, mutual acceptance and mutual understanding. In organisation where, the communication
between the management and employees is closed, there is no scope for a cordial and cohesive environment,
distrust, suspicious attitude, rigidity, low level cooperation, lack of confidence etc. are the byproduct of such
situation.  Each group has the very tendency to use their own coping mechanisms like aggression, agitation,
strikes, etc.  Such militant attitude will develop more complex situations in the future.  It leads to more physical
and psychological hazards to human beings and developmental hazards to organizations. 

Emotional immaturity

A value system, which helps members to internalize the norms and behaviors through a supportive approach,
ensures a high level of adjustment within the organization.  The process of socialization expects organization's
standard level of approach in the integration of the expected behavioral pattern.  The process of learning will
be complete only when it is able to generate mutual interest and support.  The use of coercion and compulsion
in this process is unilateral and will not produce any positive result. Instead of developing emotional maturity
to understand and behave appropriately, socialization in a power-distance culture makes members to behave
more antagonistically and immaturely. It will affect the maintenance of a harmonious industrial culture.

Low Morale
A work culture which is unable to ensure a cordial and cohesive environment, trust and belief of the members
cannot ensure enthusiasm and willingness of the employees to work together and pull the group to meet the
organizational goals.  The high morale is the by-product of a feeling of satisfaction and better adjustment.   The
weak culture increases frustration, antagonism, indiscipline and results in excessive complaints and grievances.
All such situation leads to industrial unrest and sickness.

Disloyal

The management approach and personal philosophy have high influence over the behavior of the members.
The treatment members experience from management determines their level of job satisfaction and job
stress. Loyalty is a state of mind; it is a composite of feelings, attitude and sentiment that contribute to
affiliative behavior of members in return to the organization's care and support, satisfaction offered and
towards realization of their personal goals. In an organization where the value system supports excessive
control, punitive steps like the management domination, low preference towards human sentiments and
relations, there is no probability for employees' involvement, commitment and loyalty. Where there is no
feeling of loyalty among members, there is no organisational development at all.

Lack of interest

Several factors affect member's interest to work for the organization. Among which a value system which
promotes team work, innovation, freedom, autonomy, risk taking, use of creativity, supervisory support,
empowerment, informal communication, opportunity for advancement, objective feedback etc., facilitates
employees decision to work with confidence and interest.  The resultant outcome is a weak work cultures is
job stress, organizational conflict, job dissatisfaction, absenteeism and labor turnover.  The success cannot be
ensured where an industry is having disloyal labor force and weak work culture.

Lack of motivation

Motivation is concerned with the needs prioritization of individual employee.  If the organizational value
system provides a better opportunity to fulfill member's psycho social and economic needs, there is increased
probability for voluntary co-operation and contribution. However, the work culture of both sectors has found
unable to maintain even the satisfaction of lower level needs like safety, security and stability of employment.
A culture where, there is no opportunity to realize even the lower level needs, there members are not eligible
even to think about their high level needs.  The low level of motivation thus results in increased job
dissatisfaction and job stress.  It further leads to absenteeism, labor turnover, industrial unrest, conflict and
disharmony. Without a motivated labor force, there is less chance for industrial success.

Lack of commitment
Commitment is basically a value-oriented behaviour of individual and group.  It is the attitude and sentiment of
member's attaches with the organization to do their best.  The management approach towards the removal of
certainty and unambiguity by making provision for employee's job satisfaction, a supportive climate etc. has
high influence on the attitude and behavior of employees.  A coercive, power driven, authoritarian, less
considerative and more task-oriented culture induces only lack of motivation, unrest, antagonism and a low
level of commitment among members.  The study indicates a low level of adjustment of members in both
sectors with commitment and its low impact at organizational level. Non-committed labour forces are the
biggest hurdles to organisational development.

Low level of trust and confidence

Success of an organization depends upon the quality of work, co-operation at all hierarchical levels and
adherence to a constructive/proactive management policy that translates to a positive value system and
strong belief among members.  A culture, which shows labor management conflict, mistrust, suspicion, mutual
non-acceptance, rigid rules and regulations, lack of recognition and opportunity for advancement etc. cannot
win employee's unconditional trust and co-operation.  The trust and confidence is the resultant outcome of
the healthy psychological contract that exists between the employees and organisation. Anything that affects
this psychological bond can disrupt this contract.

Unrealistic attitude

The very purpose of the induction and training program is to develop a realistic perception about the norms
and policies, expected behavior patterns, do's and don'ts etc. of the organization.  But if the value system of
the organization doesn't have anything good to transfer, it affects the attitude of employees.   Socialization
agents like trade union, peer groups, management, etc., influence the behavior of members in the formation
of perception about organizations entrenched value system. If the value system promotes better work culture,
these socializing agents transfer the same image and belief system to the new -comers.  On the contrary, if the
organization promotes low work culture, it will develop an unrealistic attitude and leads to unrealistic value
expectations and demands.

Superior subordinates Rivalry

A work culture that weak at work place may develop severe problems at individual level.  Such a culture
promotes dependency to superiors and submissive attitude from their subordinates that leads to personal
rivalry.  Since the management can hold member's timely promotions, incentives and other such benefits, the
members are forced to follow the instructions of superiors.  Greater level of dissatisfaction and job stress are
major indicators of superior subordinates rivalry.  Here the employee's growth opportunities, creativity,
improvement in the skill and knowledge are totally denied. The personal conflict can in turn lead to higher-
level conflicts and disagreements and can reach up to high-level organizational conflict as well.
Poor self-concept

Development of better self concept depends upon how far organization extends opportunity for organizational
members to understand their skill, knowledge, potential, versatility, meaningness attached to organization,
their life, realistic perception etc.  Individuals differ in personal characteristics. In addition such differences
create differences in work performance and behavior of individuals at the work place.  A confident, skilled,
ambitious member should get opportunity for growth and achievement. A coercive and power driven weak
culture destroys the enthusiastic mindset and expectations of employees. All this leads to member
maladjusted behavior.

Loss of creativity

Creativity means the individual's potential to think and experiment with new insights ideas and thoughts. 
Though members are creative, many a times, they do not get enough opportunity to implement these ideas
because of superior's lack of support, non risk-initiative policy, non- challenging work environment, personal
conflicts etc.  This indicates that there is no freedom, support and autonomy to individual members in the
organization. Absence of creative ideas affect organization's improvement and advancement plans. It
demotivates intelligent employees at work.

Intention to quit

The organizational value system affects employee's attitude and behavior. It leads members either to continue
or quit their jobs.  A cordial and cohesive value system, a supportive culture, satisfaction of existence,
relatedness and growth needs etc. influence the member behavior.  A culture in which member's consider that
there is no value for his work, no objective feedback, no cordial-cohesive environment to work with, high
rigidity, increased marginalization, victimization, personal rivalries etc., then they have the very tendency to
quit the organization.  This leads to high labour turnover, absenteeism, low quality and quality of production,
less profit etc.

High resistant behavior

An organization's value system, which promotes member's enthusiasm, spirit and interest to work, has to face
only lower level of resistant behavior, from members. While the culture maintains high task-oriented and less
relationship oriented practices through norms and regulations, and the policies and decisions go against the
expectations of worker, where management have to face high resistant behavior.  A mutual suspicious
mentality, non-acceptance of policies, consequent oriented behavior control, work under tension, anxiety,
ambiguity etc. develops high resistance on the member's part.  It disrupts the smooth progress and daily
functioning of activities by developing work hurdles. It leads to industrial tension and unrest.

Insecurity feeling
Major expectations of working class population are the safety, security and stability of their employment.  
These are maintenance factors and their absence develops job dissatisfaction and job stress.  A value system,
which maintains the uncertainty about member's existence needs and growth needs, cannot extend work
satisfaction and individual satisfaction. A greater alienation members experience from the role they perform
and work.  It develops lack of involvement, lack of commitment towards work, disloyalty, commitment to
union organizations and poor industrial relations.

Low quality of life

The quality of life is the degree to which members of an organization are able to satisfy their personal needs
through their work experience in the organization.  The members have many need and they expect these
needs to be fulfilled by their organization, which includes job security, adequate pay, employment benefits,
cordial and cohesive work environment, openness, collaboration, experimentation, autonomy etc.  These
factors have significant effect in moulding the behavior, personality, member's performance and
commitment.  These are indications of quality of life of employees in an organization.   In a weak organisational
culture since there is poor labor management relationship, low opportunity for growth, low inter personal
relationship and less job security members feel at work, etc, there is low quality of work life.  

Worker's inefficiency

The efficiency of member is directly related to their attitude and commitment to work.   The work culture has a
significant role in developing both attitude and interest among employees to contribute more to the
organization.  Objective feedback, individual attention, recognition of outstanding performance, open feed
back, transparent communication, acceptance, affection and achievement from organization, a supportive
leadership, organization's commitment in the improvement of its members etc. have significant impact on the
attitude, feelings and interest of employees to work efficiently.  The maintenance of this strong culture
improves organizational growth but fate is opposite if there is weak culture. It directly affect the organisational
efficiency.

Low expectation

Expectancy is the probability that a particular action will lead to a particular outcome.  The strength and
motivation of members to involve work and derive pleasure out of it depends on how the organization meets
individual's specific needs and expectations.  These expectations are related to specific needs of the
individual's goals.  An objective performance appraisal system based on merit, a better pay, security and safety
of employment, feeling of equality, openness, no favoritism, good working conditions, cordial interpersonal
relationship etc. are employees' expectations from the organization.  How far the work culture meets these
expectations has a significant effect on employees' motivational level. It develops the comfort of life and peace
of mind to the members at work. Some thing which go against the their expectancy leads to low level peace of
mind and comfort of life at work.  Low-level expectancy leads to low-level affiliation with work and more
affiliation to rights and privileges.

Low competency

The work culture has high influence on the members' expectation and competency.  The culture of
competency lies in merit based performance ratings and value for skill, qualification, knowledge and effort
extend by the members.  Any intervention of organizational factors affects the objectivity of appraisal e.g.
superior dependency, submissiveness, loyalty, and favoritism all affect employee's perception towards the
value system.  Moreover, the defective and subjective appraisal will affect the employee's motivation to work
with competency spirit. Higher the levels of favoritism lower the level of expectancy among members and
lower their involvement to work.

Conclusion

The implication part summarizes the far-reaching consequences at the individual level and organisational level
that related to the strong and weak culture of the organisation. Important implication of the results is the need
for management to recognize far-reaching consequences at the individual level and organisational level. To
prevent the far-reaching negative consequences of weak culture's impact on the human behaviour at work,
there leadership of the organisation should taken care the policy formulation and its implementation. Weaker
the culture organisation have lower the work motivation, work commitment, work relation, loyalty and work
ethics. The management of Weak culture should take adequate steps thorough change initiatives for
organisational development.

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