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PART 3A
LEADERS AND EMPLOYEES SEEK SURVEYS AND DEVELOP TYPOLOGIES TO TRY TO UNDERSTAND ENVIRONMENTS
AND HUMAN ACTIVITY TO ASSIST IN PARADIGM CONSTRUCTION TOWARD SOCIAL RULES EMBEDDED WITHIN AN
ORGANIZATIONAL CULTURE!
Typologies
• TYPOLOGIES ARE CATEGORICAL CLASSIFICATIONS EVERY HUMAN
DEVELOPS IN ATTEMPTING TO UNDERSTAND THE RELATIONSHIP
BETWEEN SELF AND THE WORLD.
• HELPS US MAKE SENSE AND SEE ORDER IN WHAT WE PERCEIVE, BY
HELPING TO DEFINE PHENOMENON WITHIN ORGANIZATIONS AND
SUBCULTURES.
• THIS ALLOWS THEORY DEVELOPMENT TOWARD POTENTIAL
DEDUCTIVE REASONING / TESTABLE EMPIRICAL PROCESSES
ENABLING US TO MAKE PREDICTIONS (TO SOME DEGREE).
EMPLOYING CATEGORICAL STRUCTURES.
• EMPLOYS ABSTRACT THINKING (IS THE ABILITY TO UNDERSTAND
CONCEPTS THAT ARE REAL, WHICH ARE NOT DIRECTLY TIED TO
CONCRETE PHYSICAL OBJECTS AND EXPERIENCES LIKE FREEDOM
AND VULNERABILITY, REQUIRING HUMANS TO USE THE ABILITY TO
ABSORB INFORMATION FROM OUR SENSES {COGNITIONS} AND
MAKE CONNECTIONS TO THE WIDER WORLD.)

• CATEGORIZATION RUNS A RISK HOWEVER, OF OVER-SIMPLIFICATION.

DUE TO POTENTIAL FOR GROUPS UNABLE TO ESCAPE THE BOUNDARIES
Survey
• IN THIS COURSE CONTEXT, WE MAY DEFINE IT AS "THE
COLLECTION OF INFORMATION FROM A SAMPLE OF
INDIVIDUALS THROUGH THEIR RESPONSES TO
QUESTIONS"

• THIS TYPE OF SURVEY ALLOWS FOR A VARIETY OF

“INTERROGATIVE” METHODS TO RECRUIT PARTICIPANTS,
COLLECT DATA, AND UTILIZE VARIOUS METHODS OF
INSTRUMENTATION IN THE CONSTRUCTION OF
PROGRAMS, DOCTRINES, RULES.
 LEADERS MAY ATTEMPT TO MEASURE EMPLOYEES’ “BUY IN’ AND
INTERPRETATIONS OF THE ORGANIZATION’S CULTURE STRATEGIC
DIRECTION AND INTENT VIA SURVEY QUESTIONS
• IS THE ORGANIZATION’S LONG TERM PURPOSE AND DIRECTION CLEAR AND BELIEVABLE?

• DO YOU THINK OTHER ORGANIZATIONS CHANGE THE WAY THEY COMPETE AS A RESULT OF OUR
STRATEGY?

• ARE THE VISION, MISSION STATEMENTS PROVIDING MEANING AND DIRECTION TO ENCOURAGE
EMPLOYEE POSITIVE WORK ETHIC?

• IS OUR STRATEGY FOR THE FUTURE ENCOURAGING EMPLOYEE TO REMAIN WITH THE COMPANY?

• ARE THE STRATEGIC GOALS LEADING TO CLEAR COMPANY GUIDELINES TO IMPROVE EQUITABLE
AND EQUAL COMPENSATION?
 Survey Questions
• THE PREVIOUS QUESTIONS MAY MEASURE EMPLOYEE PERCEPTIONS BUT THE USAGE OF
SURVEYS MAY YIELD PROBLEMS WHEN ATTEMPTING TO MEASURE CULTURE. SOME OF
THE COMMON ISSUES FROM USAGE OF SURVEYS ARE:

• CHOICE OF QUESTIONS (IF WE ARE UNAWARE OF THE INDIVIDUAL CULTURAL VALUES AND
ASSUMPTIONS THAT EXIST AMONG EMPLOYEES)
• LACK OF ON-GOING EMPLOYEE MOTIVATION MAY RESULT IN LESS HONESTY IN
ANSWERING QUESTIONS
• MISINTERPRETATION OR MISUNDERSTANDING OF THE QUESTIONS IF LANGUAGE IS NOT
UNIVERSALLY CLEAR TO ALL EMPLOYEES
• MEASUREMENT OF ANSWERS MAY BE ACCURATE TO A SPECIFIC ASPECT OF CULTURE BUT
FAILS TO RELATE TO THE WHOLENESS OF THE ORGANIZATION’S CULTURE

• THUS SURVEYS SHOULD THUS BE USED CAUTIOUSLY WHEN ATTEMPTING TO MEASURE

ELEMENTS OF CULTURE WITHIN AN ORGANIZATION.
REEMPHASIZING HOW A
LEADER ANALYZES THE
COMPANY INDIVIDUALS’
ASSUMPTIONS AND TYPE
OF ORGANIZATION SHALL
DRIVE THE
DEVELOPMENTAL PROCESS
AND IMPLEMENTATION OF
THE ORGANIZATIONAL
CULTURE!

MELDING INDIVIDUAL SELF

ACTUALIZATIONS INTO THE MOST
PRODUCTIVE TYPE ORGANIZATIONS
IS THE INGREDIENT FOR SUSTAINED
SUCCESS!!!
3 ETZIONI ORGANIZATIONAL TYPOLOGIES FOCUSING ON ASSUMPTIONS OF AUTHORITY
AND INTIMACY. THE RELATIONSHIP BETWEEN THE ORGANIZATION AND INDIVIDUALS

• COERCIVE ORGANIZATIONS (PRISONS,

MENTAL HOSPITALS) - INDIVIDUAL IS
BOUND BY PHYSICAL OR ECONOMIC
REASONS AND MUST ACCEPT
WHATEVER MANDATE OF THE
AUTHORITY.

• EVOLUTION OF CULTURE IN THESE

ORGANIZATIONS USUALLY BREEDS
(THRU INTIMACY) STRONG COUNTER
CULTURES AMONGST PARTICIPANTS
(E.G. LABOR UNIONS).

• AUTHORITY IS ARBITRARY AND

ABSOLUTE.
ORGANIZATIONAL TYPOLOGIES

UTILITARIAN ORGANIZATIONS (BUSINESS COMPANIES) –

INDIVIDUAL ABIDES BY RULES NECESSARY FOR
PERFORMANCE OF THE ORGANIZATION AND RECEIVES
FAIR COMPENSATION.

AUTHORITY IS NEGOTIATED RELATIONSHIP.

PEER RELATIONSHIPS REVOLVE AROUND TASK

PERFORMANCE, AND CLOSE RELATIONSHIPS ARE SEEN AS
HINDRANCE TO TASK FOCUS.
• 
Organizational Typologies
NORMATIVE ORGANIZATIONS (SCHOOLS, NPO’S) – THE
GOALS OF THE ORGANIZATION ARE THE SAME OR CLOSE TO
THE INDIVIDUALS’ GOALS, AND SO HE OR SHE
CONTRIBUTES AND ACCEPTS LEGITIMATE AUTHORITY OVER
THE JOB.

AUTHORITY IS INFORMAL AND SUBJECT TO INDIVIDUAL

CONSENT.

RELATIONSHIPS EVOLVE AROUND GOALS AND IN SUPPORT

OF THE ORGANIZATION.

CLOSER RELATIONSHIPS ARE SEEN AS BONDING FORCES.

 TYPES OF ORGANIZATIONS ACROSS MACRO-CULTURAL
CONTEXTS.
• TYPE ORGANIZATIONS VARY ACROSS MACRO-CULTURES

• BUSINESS ORGANIZATIONS IN WESTERN SOCIETIES, THOUGH THEY MAY HOLD

HIGH POWER DISTANCE CULTURE (WHICH IS ESSENTIALLY COERCIVE) MAY OPT
FOR A MORE NEGOTIATING, UTILITARIAN TYPE.

• THE ASIAN BUSINESS CULTURE – AS AN EXAMPLE – IS PREDOMINANTLY

COERCIVE, AND THIS ORGANIZATION IS NECESSARY TO BE EFFECTIVE.

• A COMMON MISTAKE IS FOR WESTERN SOCIETIES, IMPOSING THEIR TYPOLOGY

ONTO A CULTURE, WHICH IS INHERENTLY DIFFERENT IN ITS APPROACH.
 ORGANIZATIONAL TYPOLOGIES OF AUTHORITY
1.Autocratic - in which one person possesses unlimited power.

2.Paternalistic - making decisions for other people rather than letting them take
responsibility for their own lives

3.Democratic – power and leader selections vested in people’s choices

4.Participative - management or decision-making involves the participation of all the

people engaged in an activity or affected by certain decisions.

5.Delegative – characterized by assigning or empowering one to execute tasks

6.Abdicative – renounce or relinquish positional authority