BUDAYA ORGANISASI

Organizational Culture and

Leadership, Second Edition, Edgar
H.Schein, Jossey-Bass Publishers
San Francisco, 1997

WHY DO WE NEED TO UNDERSTAND CULTURE

1) Cultural analysis illuminates subcultural

dynamics within organizations. Many
problems that were once viewed simply as
communication failures or lack of
teamwork are now being more properly
understood as a breakdown of intercultural
communication
2) Cultural analysis is necessary if we are to
understand how new technologies influence
and are influenced by organizations.

WHY DO WE NEED UNDERSTAND

CULTURE (II)
3) Cultural analysis is necessary for
management across national and ethnic
boundaries. The poor performance of many
mergers, acquisitions, and joint ventures can
often be explained by the failure to understand
the depth of cultural misunderstanding that
may be present.
4) Organizational learning, development, and
planned change cannot be understood without
considering culture as a primary source of
resistance

DEFINING ORGANIZATIONAL
CULTURE
A) Culture will be most useful as a concept if it helps
us better understand the hidden and complex aspects
of organizational life
B) The concept of culture helps explain all of the
phenomena unreasonable case, such as resistancy to
change, communication problems or misunderstanding
between group members, and to normalize them.
C) A deeper understanding of cultural issues in groups
and organizations is neceassary to decipher what goes
on in them but, even more important, to identify that
may be the priority issues for leaders and leadership.

DEFINING ORGANIZATIONAL
CULTURE (II)
D) Culture is the result of a complex
group learning process that is only
partially influenced by leader behavior.
But if the groups survival is threatened
because elements of its culture have
become maladapted, it is ultimately the
function of leadership to recognize and
do something about situation. It is in this
sense that leadership and culture are
conceptually interwined.

DEFINING ORGANIZATIONAL
CULTURE (III)
E) The word Culture has many meaning
and connotations. When we apply it to
groups and organizations, we are almost
certain to have conceptual and semantic
confusion because groups and organization
are also difficult to define unambiguously.
F) Concepts related to culture:
1. Observed behavioral regularities when
people interact: the language, the customs
and tradition, the rituals they employ.

DEFINING ORGANIZATIONAL
CULTURE (IV)
2. Group norms: the implicit standards and
values that evolve in working groups.
3. Espoused values: the articulated, publicly
announced principle and values that the
group claims to be trying to achieve: product
quality or price leadership.
4. Formal philosophy: HP way, Competition in
harmony.
5. Rules of the game: the rope that newcomer
must learn to become an accepted member.

DEFINING ORGANIZATIONAL
CULTURE (V)
6. Climate: the way in which members of the organization
interact with each other or with outsiders.
7. Embedded skills: the ability to make certain things that gets
passed on from generation to generation without necessarily
being articulated in writing.
8. Habits of thinking, mental models and/or linguistic
paradigm: the shared cognitive frames that guide the
perception, thought and language used by the members of a
group and are taught to new members in the early socialization
process.
9. Shared meanings: the emergent understanding that are
created by group members as they interact with other.
10. Root metaphors or integrating symbols: ideas, feelings and
images groups develop to characterize themselves.

CULTURE FORMALLY
DEFINED
A pattern of shared basic assumptions that
the group learned as it solved its problems of
external adaptation and internal integration,
that has worked well enough to be considered
valid and, therefore, to be taught to new
members as the correct way to perceive,
think, and feel in relation to those problems.
This definition introduce 3 elements: Problem
of socialization, behavior and can a large
organization have one culture?

CONCLUSIONS
The concept of culture is most useful if it helps
to explain some of the more seemingly
incomprehensible and irrational aspect of
groups and organization.
Culture and leadership is two sides of the same
coin in that leaders first create cultures when
they create groups and organizations.
The bottom line for leaders is that if they do
not become conscious of the culture in which
they are embedded, those culture will manage
them.