Organisational Culture

Organisational Culture

Johnson, Whittington and Scholes (2012) define organisational culture as the assumptions that are taken-for-granted and behaviours that make sense of people’s organisational context. To find out Dells organisational culture, a culture web is used to describe the cultures of an organisation at a specific time.

At the core of this web is the paradigm and the reason for this is to determine the way in which people within the organisation believe how the game of strategy is played. Dells paradigm is to deliver technology systems that enable people everywhere to grow and thrive.

There are also six outer segments of the web; routines/rituals, stories, symbols, power structure, organisational structure and control systems.

Routines are what things are done in the organisation on a daily basis. In the organisations life, the rituals are specific activities and events that highlight and reinforce what is important in the culture. Every employee needs to be inspired by Dells technology as the routines and rituals are all based on the technology that Dell produces.

Stories are told by members of the organisation to each other which may act to embed the present in the history of the organisation and also bring up the important events and personalities. The main story of Dell is that they are committed to delivering the service solutions and products their customers need to drive the customers’ business goals and suit their lifestyle.

Symbols are objects, events, acts or people that convey, maintain, or create meaning over and above their functional purpose. The slanted E within the Dell logo is a symbol that can be easily recognisable so people can remember if they need any help or service.

Power structures are the distributions of power to group of people within the organisation. Within Dell, the power structure is constructed with the executive leadership team, which involves the chairman of the board, vice chairmen, presidents and senior vice...