Organizational Culture Model

Organizational Culture Model

Before we can design a working model for organizations to use, we first have to understand the fundamental models by academics such as Hall (1976); Schein (1985); Hofstede, Neuijen, Ohayv & Saunders (1990); and Hatch (1993).

Figure 1: Edgard Schein’s Organizational Culture Model

http://www.valuebasedmanagement.net/methods_schein_three_levels_culture.html [28 April 2015]

Figure 1 depicts the most cited model from E. Schein. It has three components and one can say that a hierarchy exists between the domains. Artifacts are influenced by assumptions through values and also influence assumptions through values (Dauber, Fink & Yolles, 2012: 4).

Figure 2: Mary Jo Hatch’s adapted Organizational Culture Model

Dauber et al. (2012:4)

In 1993, M. Hatch, added another domain to Schein’s (1985) model, namely ‘symbols’ (Hatch, 1993: 662). She goes further to describe the processes i.e. manifestation; realization; interpretation; and symbolization; that join the components, making understanding the model easier. However, it remains uncertain exactly what influences these processes (Dauber, et al., 2012: 4).

Figure 3: Market Orientated Organizational Culture Model by C. Homburg and C. Pflesser

Dauber et al. (2012:5)

Homburg and Pflesser (2002) developed a model that takes the external environment into consideration, described as ‘market dynamism’. The main difference of this model to Schein’s (1985) is that they differentiate between artifacts and behaviour. According to Homburg and Pflesser (2000: 450) artifacts are stories, rituals and languages; whereas behaviour is defined as organizational behavioural patterns with an instrumental function. Also, if one looks at the model, it is clear to see that behaviour does not influence, but is rather influenced by norms and artifacts.

To simplify the above models, it is of importance to remember that the culture of the organization manipulates/influences the strategy, structure...