Hrm Strategy
Organisational Cultures
There have been attempts relate culture to the design of the organization. Four types of organizational culture have been proposed (Harrison, 1972)
1. Power culture: A small number of senior executives exert much power in a directive way. There is belief in a strong and decisive stance to advance the interests of the organization.
2. Role culture: There is a concern with bureaucratic procedures, such as rules, regulations and clearly specified roles, because it is believed these will stabilize the system.
3. Support culture: There is group or community support for people, which cultivates integration and sharing of values.
4. Achievement culture: There is an atmosphere that encourages self-expression and a striving for independence, and the accent is on success and achievement.
According to Armstrong (2001) “organizational culture can be described in terms of values, norms and artifacts.
The stronger the values, the more they will influence organizational behaviour. Some of the most typical areas in which values can be expressed, implicitly or explicitly, are: performance, competence, competitiveness, innovation, quality, customer service, teamwork, care and consideration for people. Norms are the unwritten rules of behaviour, the ‘ rule of the game’ that provide informal guidelines on how to behave. Norms refer to such aspects of behaviour as: management style, the prevailing work ethic, status, ambition, performance, power, politics, loyalty, anger, approachability and formality. Artefacts can include such things as the working environment, the tone and language used in letters or memoranda, the manner in which people address each other at meetings or over the telephone and so on.
Buller (1998) found that “the degree of integration between organizational and human resource strategy was influenced by the philosophy towards people” A link between HRM and culture...
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