Assessing Corporate Culture Essay Example for Free

Assessing Corporate Culture attempt1. Scheins come to assessing organisational burnisha. Strengths of scheins approach to assessing organisational culture Schein defines and describes culture as any one and only(a) of many elements of organizational culture. The culture of an organization can be viewed and treated like other structures indoors an organization. Certain organizations such as by-laws, committees, and chain of command flow charts, may serve to answer prefatory questions such as how do we interact with the external environment? and how do we order ourselves internally? As an organization resolves to these questions, the responses become core assumptions. These core assumptions become the frames through which the organization interprets the world round it. In place of questionnaire or instrument that utilizes typologies, Schein prefers clinical research model of assessing organizational culture. In this model of organizational culture investigation, the research er gets much more directly involved within the organization by playacting as participant observer or ethnographer.He suggests that members of the organization will more openly respond to the researcher and the investigation because the members of the organization think they need something to gain by collaborating with the researcher. Schein believes that valid data on the culture of the organization will only be collected when the researcher is perceived as the advisor who is seeking to help the organization and has the best interest of the organization in mind. Schein admits that the clinical model of evaluating organizational culture assumes that the researcher intervenes in the culture of the organization. If the organization perceives that the researcher is helping to make changes that will upbeat the organization, then the research will accurately yield the heathen dynamics of the organization.b. Weaknesses of Schein approach to assessing organizational culture The results gained from qualitative result are limited to specific cases under investigation. Direct comparison cannot be do between the results from other studies unless the research is specifically designed in that manner. Furthermore, results cannot be generalized to other settings and think to organizations performance are rarely explored. One significant weakness to Scheins approach (qualitative method) is the time needed for data collection and analysis which makes the research more costly and time consume2. Cameron and Quinn approacha. Strengths of Cameron and Quinn approach to assessing organizational culture Cameron and Quinn provide an evaluation tool called the organizational culture judicial decision inventory (OCAL). The OCAI is a survey instrument established on a theoretical model called the competing nurture framework. This framework is valuable for organizing and interpreting various phenomena within an organization. The competing values framework refers to whether an org anization strives for flexibility and identity element or stability and have, whether or not an organization is focused externally or internally. The purpose of the OCAI is to fill out the relative strengths of these culture types within a given organization. Used over time, the OCAI can measure culture changes within the organization. Cameron and Quinn observe many cases in the business world where culture change is the key to increase organizational effectiveness.The four major culture types proposed by Cameron and Quinn embody these competing values clan-internal/control adhocracy-external/flexible market-external/control hierarchy-internal/control. In fact pure control (hierarchy), compete (market), collaborate (clan), or create (adhocracy) are super rare. Most of the company cultures that have been diagnosed using Cameron and Quinns organization culture instrument indeed have a strong secondary component. Cameron and Quinn identify the cultural and organizational competenci es that give rise to value creation. It explains how cultural and leadership competencies can be profiled which, in turn, can lead to a diagnosis of culture gaps, cultural congruency and cultural strength.3. capital of the United Kingdom first united perform Cameron and Quinns model is appropriate for this church. This approach is built around clan, adhocracy, market and hierarchy. These four maps themes were also used in the analysis of how organizational culture of London first united Methodist church chances with structural inventions. The church is both an organization and an organism. As such, the church has a lifecycle development built into it birth, growth, reproduction, decline, and death. The church itself historically has through several changes. Change as rehabilitation is a major aspect of the Methodist movement. Much of the rise and fall of the Methodism can be traced to how the church was willing, or not, to change. Oftentimes, organizations experience growth and/o r renewal because of structural changes within the organization. The four maps themes therefore pass this church.