The Power of Organizational Culture: A Metaphorical Perspective

Metaphor is utilized by Gareth Morgan as a tool to develop theories about organization and management, explaining a phenomenon or creating meaning by using one element of experience to understand another. He suggests observing and thinking about organizations through different metaphors such as mechanistic, organic, political, or cultural approaches. In his 1986 work, Morgan highlights the strength of the culture metaphor in drawing attention to the symbolic significance of even the most rational parts of organizational life.

Furthermore, the impact of organization culture on the design of organization structure will be analyzed through Gareth Morgan's theory, while the influence of national culture on organization culture will be explored based on Hofstede's idea.

Additionally, the concept of power within various organization cultures will be explained utilizing theoretical approaches from Gareth Morgan and Mullins Book. Organizational culture is a complex and challenging concept with multiple definitions, but Gareth Jones's definition is widely accepted.

He viewed organizational culture as a set of shared values and norms that controls organization members’ interaction with each other, and with suppliers, customers and others outside the organization [1]. Culture extends beyond an entity’s physical form or operation, being reinforced through rites and rituals, communication patterns, the informal organization, expected behavior patterns and perceptions of psychological contract [1]. From Schein's perspective, organizational culture must also be examined through three levels: artefacts, values and basic underlying assumptions.

According to Gareth Morgan, organizations are like mini-societies with unique cultural patterns including values, formalities, ideologies, and beliefs. Culture's strength lies in its immaterial forms, highlighting the symbolic significance of even concrete aspects of organizational life like structures and rules.

These social instructions and meanings are essential for understanding daily organizational functioning.

The symbolic meanings of organizational components extend beyond their physical presence, as they are part of specific organizational culture forms. According to a study, the slogans, symbols, stories, rituals, and patterns of behavior within an organization hint at a larger and more profound system of meaning. An example of this is seen in the "locked door" story at HP, which symbolizes the trust and high regard HP has for its employees.

The symbolic meaning of employees' effort is directly linked to the success of the organization, showing that the organizational goal can only be accomplished through the collaboration of workers. This serves to boost their motivation in working towards achieving the organization's objectives. Cultures can lead to a sense of "Blindness" and "Ethnocentrism". When individuals encounter a different organizational culture with distinct values and typical behaviors, they may realize that the mindset and habits ingrained from their previous organization culture may not be suitable for the new environment.

The ethnocentric individual will resist or refuse new thought patterns unless the new organizational culture is superior to their birth culture. Modern organizations are constructed based on rationality, and the design of their structure carries symbolic significance as one of the most rational aspects. Consequently, organizational culture inevitably impacts the structure. Various structures result in different cultures, such as a large-scale production factory with a mechanistic structure developing a culture of supervision to achieve standardization.

On the other hand, companies like AC Nielsen or TNS might favor an innovative and open organizational approach with adhocracy. Culture differs across nations, shaping individual traits, behaviors, and attitudes. Hofstede's research highlights five distinct dimensions of national culture variations: Power Distance, Individualism, Masculinity, Uncertainty Avoidance, and Long-Term Orientation. These factors impact organizational behavior and consistency over time.

In High context culture such as Japan, Organization culture is categorized by Hofstede as “High masculine culture”, emphasizing traditionally male values. It is also characterized as “High uncertainty avoidance culture”, reflecting a preference for rules and structured circumstances. Additionally, it is considered “High Long-Term Oriented” culture, which values persistence, status-based relationships, thrift, and a sense of shame. This context culture ensures that every in-group member in the organization stays well-informed about business matters through intensive communication and information exchange on various topics.

In contrast, in low-context cultures like the organizational culture in the United States, there is a high emphasis on individualism, a lower integration of individuals into groups, and a lower focus on long-term orientation. This includes values such as normative statements, personal stability, respect for tradition, and reciprocation in social exchanges like greetings, favors, and gifts. There is also a lower acceptance of power distance, with an expectation of more consultative or democratic power relations.

In this context culture, people exchange information to the required extent to get work done without constant discussion or exchange of information with colleagues. According to Gareth Morgan's Images of Organization, organizations are seen as political systems where different styles of government and diverse interests lead to politicization. Conflict is inherent in every organization, so we can observe various sources of power and learn how to utilize them effectively.

Power can manifest in different ways within organizational cultures. This paper will specifically explore power dynamics within a Political Organization. Various sources of power exist within different organizational cultures. Firstly, there is formal authority, which is based on the leader's position within the organization rather than personal relationships. Secondly, power can come from controlling scarce resources like promotions, increased responsibilities, work allocation, and granting privileges.

Thirdly, organizational rules, regulations, and procedures can be utilized to hinder power and control. Fourthly, regulating boundary transactions can also provide control. Additionally, controlling technology can impact interdependence and power dynamics within the organization. Furthermore, power can be derived from affiliations, coalitions, interpersonal relationships, networks, and informal organization control.

Control of decision process is another source of power, known as Referent power, which involves a subordinate's identification with a leader. Even if a manager may not have the ability to reward or punish, they can still exert influence over subordinates through their respected commands. Additionally, power can also stem from the control of knowledge and information, as skilled organizational politicians manipulate information flows and control access to knowledge to influence perceptions and actions in various situations.

Politicians manipulate communication channels to control knowledge and shape perceptions to align with their interests. Skill is considered a source of power, with access to timely information being crucial. The culture metaphor highlights the importance of symbolic meaning within organizations, emphasizing its rational aspects. Viewing organizations as cultures has both positive and negative implications, as previously mentioned.

The impact of national culture on organizational culture is evident in comparisons between nations such as the USA and Japan. Countries with similar national cultures tend to have corresponding scores across the five independent dimensions of national culture differences as identified by Hofstede. Individual norms and values are influenced by their national cultures. For instance, power dynamics within different organization cultures can vary based on these cultural sources. References: [1] L. Mullins, Management and Organizational Behavior, 7th ed. Prentice Hall [2] G. Morgan (1986), Images of Organization, Sage Publications, Inc.