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Cultural Approach to Organizations

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Cultures have subcultures and counter-cultures. Culture made manifest through performance the actions ... Or should they expose repression, wrong-doing, etc. ... – PowerPoint PPT presentation

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Title: Cultural Approach to Organizations


1
Cultural Approach to Organizations
  • Of Clifford Geertz and Micahel Pacanowsky

2
Organizations as Cultures
  • Culture as system of shared meaning
  • Reject notions of high culture and low culture
  • Cultures have subcultures and counter-cultures
  • Culture made manifest through performance the
    actions which constitute and reveal peoples
    culture (symbolic expression)
  • Culture includes task and non task-related
    performance
  • Performances seen as texts, available to be read
  • Reading performances requires seeing an
    organization as its members experience it
    ethnographic method.

3
Ethnography
  • Involves thick description based on extensive
    observation
  • Posture of radical naiveté sees the
    organization as strange.
  • Focuses on the non-obvious but significant,
    including language, metaphors, stories, nonverbal
    rites and rituals.

4
The Metaphor
  • The ethnographer pays attention to metaphors that
    organizational participants themselves use to
    describe the organization and its practices and
  • Also constructs metaphors of his/her own

5
The Story
  • Ethnographers watch for the stories that
    participants tell stories/anecdotes often
    encapsulate memorable performances and values
  • Three kinds of story include corporate (ideology
    of management), personal (told by employees about
    themselves), collegial (told about others in the
    organization). Collegial stories are often
    negative or positive and revealing about how
    employees think the organization really works.
  • Sometimes the results of this research can be
    reported in fictional form.

6
Ritual the way it has always been
  • Some rituals are texts that articulate multiple
    aspects of cultural life but they should be
    interpreted according to the meanings that they
    have for the participants

7
Practical and ethical issues
  • Should managers change culture?
  • Can culture be changed?
  • Should ethnographers work for management?

8
Critique
  • Do corporations really have cultures that are
    identifiably isolated from the culture in the
    wider society?
  • Should ethnographers remain neutral in the face
    of all cultural practices? Or should they expose
    repression, wrong-doing, etc.?
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