ÖRGÜT KURAMI VE TASARIMI - Deneme Sınavı - 5

It is not an easy concept to comprehend and it cannot be understand by its surface meaning. It requires a deeper explanation to understand it fully. It has close connections with tangible dimensions such as beliefs, perspective and knowledge.

Culture is not a rational and analytical phenomenon; it is more of an integrative, subjective, and emotional phenomenon.

Technically advanced production and the rise of service industry led employees  to be more customer-focused (not product-focused) and technically qualified. Consequently, skillful and well trained employees preferred independent working conditions. Organizational culture, as a way of controlling employee behavior, allows members to use their judgment, and act more freely 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: This movement led scholars focusing on the human aspect of management, or in other words, “soft” aspects of organizations.

Innovative production 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 cognitive scheme through which members can agree upon collective values, and thus elevate the level of organizational commitment.

Finally, observing 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. This is called Japanese miracle.

Differentiates organization from the others.

Members’ organizational identification is easy.

Guides organizational behavior.

Creates stability throughout the organization. 

Disadvantages

Makes mergers & acquisition harder.

Only attracts the same type of people thus diminishes organizational diversity

Creates organizational inertia.

Decreases organization’s environmental adaptability potential.

But sometimes subcultures within the organization may marginalize due to several factors affecting them. In the last analysis, cultures are made up of people, and people are social beings. These marginalized cultures are called counterculture. People who are the member of counterculture have 100% opposite lifestyles, values, and norms relative to the organization and/ or society in which they are living and working in.

• Every member of the organization is open to communication and have modest characteristics.

• 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.

• Honesty is the primary building block of the organizational culture.

• Collaboration is part of the standard operating procedures.

• Courage and resilience are essential individual characteristics to become an active participant in the organization.

Human Capital is about the following:

Organization is made up of people. As we touched upon, top managers and founders have a substantial influence on organizational culture. In addition to these top figures, human resources employed by the organization also has an enduring effect on organizational culture. All participating organizational members interactively shape organizational culture, so it should be viewed as the fundamental aspect of the culture itself. Employees are bound to the organization with a labor contract, but contemporary organizations require one to add more than what is written in these contracts. Requirements of modern business life can only be fulfilled by employees who can develop organizational citizenship behavior. This situation leads us to another type of contract called psychological contract. To create strong ties with employees, organizations should focus on psychological contract. Typically, this type of bonds can only be created within strong organizational cultures.Organizations demand more, and in turn, employees request more. For example, today employees are looking for fun at work, flexible working hours, empowerment, slack time for innovation. Suitable organizational cultures can only fulfill these requests. So, all in all, culture is shaped by and can shape human side of organizations.

Type J:Lifetime employment - Consensual decision-making - Collective responsibility - Slow evaluation and promotion - Implicit, informal control - Non-specialized career path - Holistic concern

Type A:Short-term employment - Individual decision-making - Personal responsibility  - Rapid assessment and promotion - Explicit, formalized control -  Specialized career path - Segmented concern

Type Z: Long-term employment - Consensual decision - Individual responsibility -  Deliberate evaluation and promotion  - Inherent, informal control with explicit, formalized measures - Moderately specialized career path  -  Holistic concern, including family

Routine (incremental) innovation refers to having the existent business model, exploiting the existing technical knowledge base and small improvements of existent products.

Architectural innovation integrates new business models with new products that are based on new technical knowledge.

Disruptive innovation requires a new business model but not necessarily a technological breakthrough. For that reason, it also challenges or disrupts, the business models of other companies.

Conservation is a concept that does not refer to invention.

First, innovators bring forth insights through questioning, constantly challenging the status quo with “why” and “why not” questions to turn things upside-down. They often ask “what if” questions to envision a different future. Questioning gives you the fuel to power new associations and insights. Second, innovators gather new ideas by observing the environment as if they were anthropologists. They get out of their offices to watch the world around them—especially customers, products, services, and processes—to activate unique ways of doing things. Third, innovators surpass at networking, talking with people to find—or actuate a new way to solve—perplexing problems. They regularly communicate with people who do not look, act, or (most importantly) think as they do. Instead of networking simply to gain resources, they interact with diverse people to get new ideas. Finally, innovators generate insights by invariably experimenting. They test new experiences wherever they go. They disassemble products or processes to see how things work—and how to improve them.

The example given in the question is about franchising.

1. It is considered an unwelcome disturbance and interference to their established routine.

2. People may perceive as negatively affecting their job security, payment and status differentials, working conditions, and value of their acquired skills.

3. Managers often resist changes proposed by specialists such as systems and HRM experts because they perceive a risk to the smooth running of their operations in accepting the potential disruption caused by something new. 

4. Specialists for their part are often uncomfortable with the emphasis that new forms of organizing place on their integration with other specialists in teams or other units that cut across traditional disciplinary or functional boundaries. They may, therefore, resist developments of this kind.