Organizational Culture

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Three general types of organizational culture—constructive, passive-defensive, aggressive-defensive:

The organizational cultural inventory measures 12 sets of normative beliefs or shared behavioral expectations associated with three general types of cultures, Constructive, Passive-Defensive, and Aggressive-Defensive.

Constructive cultures—in which members are encouraged to interact with others and approach tasks in ways that will help them meet their higher-order satisfaction needs, are characterized by Achievement, Self-actualizing, Humanistic-Encouraging, and Affiliative norms. Constructive styles strongly associated with satisfaction and low stress (Cooke & Szumal, 1993).

 Achievement: pursuing a standard of excellence.

 Self-actualizing: thinking in unique and independent way.

 Humanistic-encouraging: helping other to grow and develop.

 Affiliate: dealing with others in a friendly way

Passive-Defensive cultures—in which members believe they must interact with people in ways that will not threaten their own security, are characterized by Approval, Conventional, Dependent, and Avoidance norms. Passive-Defensive styles associated with dissatisfaction and high stress (Cooke & Szumal, 1993).

 Approval: going along with others

 Conventional: always following policies and practices.

 Dependent: pleasing those in positions of authority

 Avoidance: waiting for others to act first

Aggressive-Defensive cultures—in which members are expected to approach tasks in forceful ways to protect their status and security, are characterized by Oppositional, Power, Competitive, and Perfectionistic norms. Aggressive-Defensive styles weakly related to certain measures of dissatisfaction and stress (Cooke & Szumal, 199...

... middle of paper ...

... No.2, march-April 1995.

H. Yamashita, 2000, Healthy Culture and Unhealthy Culture. Athenaeum Press, Ltd., Gateshead, Tyne & Wear. Pp1-42.

V. Sathe, 1985, Culture and Related Corporate Realities: Text, cases, and readings on organizational entry, establishment, and change. Richard D. Irwin, Inc., Homewood, Illinois. Pp32-46.

J. W. Fairfield-Sonn, 2001, Corporate Culture and the Quality Organization. Quorum Books, Westport, Connecticut. pp35-54.

Source from internet:

http://www.pfdf.org/leaderbooks/l2l/spring97/kelleher.html

http://www.ourtowncenter.com/nuggets/nuggets.html

http://www.pbs.org/kcet/chasingthesun/innovators/hkelleher.html

http://www.geocities.com/woodsonterrace/assoc.html

http://www.fed.org/onlinemag/sep98/briefcase.html

http://www.hbcollege.com/management/professors/culture_prof.htm

http://www.auxillium.com/culture.shtml

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