Get the best deals delivered to you daily from LivingSocial! Discover fun things to do in your city alongside the latest products. With dozens of deal categories offering unforgettable local experiences. Deal and Kennedy, 1982; Peters and Waterman. 1982; Schwartz and. To organizational culture change and presents the desire to control as the rationale for.
© iStockphoto hatman12 Corporate culture is one of the key drivers for the success – or failure – of an organization. A good, well-aligned culture can propel it to success. However, the wrong culture will stifle its ability to adapt to a fast-changing world. So, how do you attempt to understand your corporate culture?
And what steps can you take to create a strong corporate culture that will best support your organization's activities? In their classic 1982 book, ',' Terrence Deal and Allan Kennedy proposed one of the first models of organizational culture. When the book was published, it had many supporters, although there were also many who felt the idea of corporate culture would be just a passing fad.
Now that we are in the next century, the notion of corporate culture is widely accepted to be as important a business concept as financial control and employee satisfaction. Deal and Kennedy's Cultural Framework In their work on the subject of culture, Deal and Kennedy suggested that the basis of corporate culture was an interlocking set of six cultural elements: • History – A shared narrative of the past lays the foundation for corporate culture. The traditions of the past keep people anchored to the core values that the organization was built on. • Values and Beliefs – Cultural identity is formed around the shared beliefs of what is really important, and the values that determine what the organization stands for. • Rituals and Ceremonies – Ceremonies are the things that employees do every day that bring them together.
Examples include Friday afternoon get-togethers or simply saying goodbye to everyone before you leave for the day. • Stories – Corporate stories typically exemplify company values, and capture dramatically the exploits of employees who personify these values in action. Stories allow employees to learn about what is expected of them and better understand what the business stands for. • Heroic Figures – Related to stories are the employees and managers whose status is elevated because they embody organizational values. These heroes serve as role models and their words and actions signal the ideal to aspire to. • The Cultural Network – The informal network within an organization is often where the most important information is learned. Informal players include: • Storytellers, who interpret what they see happening and create stories that can be passed on to initiate people to the culture.