Johnson & Scholes' Cultural Web
From Wikireedia
(Difference between revisions)
| Line 17: | Line 17: | ||
Compare and contrast with [[McKinsey's 7's]] | Compare and contrast with [[McKinsey's 7's]] | ||
| − | See [[Strategy Framework]], [[Strategy and Practice 2 - Corporate Character]] | + | See also: [[Strategy Framework]], |
| + | *[[Strategy and Practice 2 - Corporate Character]] | ||
[[Category:Strategy]] | [[Category:Strategy]] | ||
| − | |||
| − | |||
Revision as of 21:30, 21 September 2012
By describing the distinctive rituals, stories, symbols, power and organisational structures and control systems that can contribute to the organizations worldview one can more clearly characterize an organisation's culture
From Wikipedia
Johnson and Scholes (1988) described a cultural web, identifying a number of elements that can be used to describe or influence Organizational Culture:
The Paradigm: What the organization is about; what it does; its mission; its values
- Control Systems: The processes in place to monitor what is going on. Role cultures would have vast rulebooks. There would be more reliance on individualism in a power culture.
- Organizational Structures: Reporting lines, hierarchies, and the way that work flows through the business.
- Power Structures: Who makes the decisions, how widely spread is power, and on what is power based?
- Symbols: These include organizational logos and designs, but also extend to symbols of power such as parking spaces and executive washrooms.
- Rituals and Routines: Management meetings, board reports and so on may become more habitual than necessary.
- Stories and Myths: build up about people and events, and convey a message about what is valued within the organization.
These elements may overlap. Power structures may depend on control systems, which may exploit the very rituals that generate stories.
Compare and contrast with McKinsey's 7's
See also: Strategy Framework,
