The Reputable Firm by Pekka Aula & Jouni Heinonen

Author:Pekka Aula & Jouni Heinonen
Language: eng
Format: epub
Publisher: Springer International Publishing, Cham

A Classic: One Unified Culture

Based on the classical model of a single unified internal environment of meaning, the beliefs of the people forms the source of the culture of the organization. The model underlines, that in practical settings, the culture of the organization is created and maintained by its management. According to the pioneer of organizational culture research Edgar H. Schein the management creates, changes, and administers the culture of an organization. As such, to understand the culture of an organization, one has to work with the executives of the organization. This is order to comprehend how they think, what they value, what they do, and how they do it.8

Schein’s interpretation of culture places control on managers. Management is seen to influence the culture of an organization and not the other way round. This shows that managers are responsible for their organizational successes. That is, managers are primarily responsible for building culture. Managers create culture through what they focus on, their reaction to events and crisis, their distribution of resources, their assessment and control, when acting as role models, as teachers and trainers, and how they reward and administer punishment. They also influence culture through the people they recruit, select, recommend, and encourage to retire and fire or expel.

The manager can also align the subcultures of an organization with the common culture if there is a significant difference between them. The manager does this through the establishment of common strategies such as goals, communications, and modes of operations. In other words, the culture of an organization is under the management of an organization. The concept of unifying the culture of a company to have one strong culture is a very critical requirement for the success of the organization. This is because the success of an organization is positively correlated to the strength of the culture of an organization. This concept also implies that managers can control from the top to the bottom both the cultures and the subcultures of an organization.

Strong and broadly distributed cultural standards are a critical requirement for the cooperation within the organization. This is the prerequisite assumption that forms the basis of a unified culture. The distribution of cultural norms integrates people into the organization and makes sure they are committed to achieving the goals of the organization. In other words, cultural distribution creates the necessary conditions for trust. The strength of unity of culture generates a feeling of acceptance among the members of the organization. This produces primary benefits in terms of the achievement of the objectives and the goals of the organization as one team. Emphasis is often placed on a strong and shared culture for the future success of the organization.

Actually, managerial consultants do encourage organizations to develop and cultivate a culture that is unified and strong. For instance, hiring and immediately starting communication are used in helping new employees to identify easily and blend with the organization and its practices. Nonetheless, sometimes one has to develop more than one culture and favor diversity to be successful.

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