Corporate Culture Model
Corporate culture generally refers to the workplace environment which is mainly formulated from the interaction of the employees in the workplace. It can easily be defined by all of the life experiences, weaknesses, upbringing, strengths and education of the employees. Executive leaders play a very important role in defining organizational culture through their actions and leadership but all the employees contribute to the organizational culture. There are many models of corporate culture but this essay is however going to focus on three models namely; Edgar Schein, Naomi Moneypenny and Edgar Schein.
These three models have some similar views about organizations. For example they all agree that all organizations are coupled with old cultural norms which are totally different from one organization to another. They also believe that organizational culture gives the interpretation of the major beliefs and also serves as the center in which decisions are made. These three models also hold the idea that there are two variables that impact and formulate the culture of any organization. One of the variables is the leader for it is assumed that in all organizations all things flow from the head. The second variable is based on the influence of the members of the organization. The models also assume that as an organization develops the successes and failures can be assessed. A dysfunction noted during the assessment can leads to a call for a cultural change, however most of the cultures do not readily adapt to the changes. It is the duty of the leader to transform his organization although the subordinates receive and implement the appropriate procedures. At first the subordinates are more likely to resist the changes therefore making the leader to use consistent, forceful and manipulative motivation techniques. The models also hold the idea that the organization's culture can even thrive while change is taking place all through the organization, for example when markets change ,when management changes, when there emergence of new technologies, when leaders die or products become obsolete. The models have also observed some pitfalls that are experienced by the leaders while implementing organizational change. For example some managers are inconsistent with their actions and words, the systems might remain unchanged, some managers are impatient with the process and the management may use buzzwords or force when implementing the changes. The models also dispute the popular transformation theory whereby people are treated like machines that is fixed. the theory also places all the responsibility for real change on the subordinates while the leader spend most of his time analyzing breakdowns, rethinking systems recasting the vision and destroying morale (infed.org, 2001).
There are few differences between the views of these three models. For example Moneypenny and Senge believe that believe that transformation begins with the heart and mind of the leader because organizations mainly rely on the on the transformations of its leaders rather than the transformation of its subordinates. They assume that the leader is the trendsetter but Schein believes that transformation can mainly be carried out through unfreezing, refreezing, and cognitive restructuring. Unlike Schein and Moneypenny, Senge believes that legitimate transformation is organic for it must be cultivated and nourished by the leader failure to which culture compliance rather than commitment can be created in a company. Moneypenny and Senge believe that the only way in which the leader can be effective during the organizations changes or transformation is through learning. They believe that learning leads to personal mastery, increased mental capabilities, nourishment of shared vision, team interaction and increases knowledge about system thinking. On the other hand Schein believes the change process should mainly revolve around behavior change. He also assumes that good leaders from the anthropological model instead of learning. Senge unlike the other two models believes that companies can do away with learning disabilities that always threaten their productivity by adopting the strategies of learning organizations (Schein, 1997).
Schein, E., (1997).Organizational Culture & Leadership. Retrieved on 23th from http://www.tnellen.com/ted/tc/schein.html
Infed.org, (2001). Peter Senge and the learning organization. Retrieved on 23th from http://www.infed.org/thinkers/senge.htm