CSGM 6101 MANAGING

ORGANIZATIONS
GROUP ASSIGNMENT:
PRESENTATION ON CULTURAL WEB IN THE
MALAYSIAN ARMED FORCES
BY:
GROUP 3
LT KOL ROSLI BIN MAAROF (3005584)
MEJ JAFRY BIN IBRAHIM (3004982)
MEJ RAJA AZAMAWI BIN RAJA ISA (3005580)
MEJ MUHAMMAD HAFIZIE BIN MUHAMAD ALUWI
(3008344)
LT KDR HANIYUSMAN BIN OSMAN (N/403023)
MO Gp Asg - Gp 3

Conduct
of
interview

Conclusion

PRESENTA
TION
OBJECTIVE
S

Findings

Analysis

MO Gp Asg - Gp 3

MO Gp Asg - Gp 3

Unit of Selection: 2nd Royal

Armored Corp Regiment,
Sunggala Camp, PD

5 personnel (ranging from

Officer to Other Rank) were
interviewed

Interview questions were

explained clearly to all
interviewees prior to the
interview session

Interviews
simultaneously
recorded

and

done
audio-

Interview
answers
were
transcripted and translated

Performed content analysis

on transcripts on MS Excel
Worksheet

MO Gp Asg - Gp 3

SEARCH AND DESTROY

CARI DAN JAHANAMKAN

MO Gp Asg - Gp 3

RITUALS & ROUTINES

Daily behavior and actions
of
people
that
signal
acceptable behavior
Determine
what
is
expected to happen in
given situations, and what
is valued by management

MO Gp Asg - Gp 3

RITUALS & ROUTINES

Questi
on
Numbe
r

Questions

Which routines are emphasized?

Which would look odd if

changed?

What behavior do routines

encourage?

What are the key rituals?

What core beliefs do they reflect?

What do training programs

emphasize?
MO Gp Asg - Gp 3
How easy to change these

Analysis
Similarity: (3) - daily
parade
Similarity: (3) - looked
odd
Similarity: (4) discipline ; positive
attitudes ; follow orders
Similarity: (4) preparation before
operation deployment
Similarity: (4) teamwork ;
cooperation ; solidarity ;
regimental ; ceremonial
Similarity: (2) - training
7

STORIES
Past
events
and
people talked about
inside and outside
the
company/organizatio
n
Who and what the
company chooses to
immortalize says a
great
deal
about
what it
and
MO Gp values,
Asg - Gp 3

STORIES
Questio
n
Numbe
r
1
2
3

4
5

Questions

Analysis

What core belief do stories

reflect?
How pervasive these beliefs
(through levels)?
Do stories relate to:
(a) Strength or
weaknesses?
(b) Success or failures?
(c) Conformity or
mavericks?
Who are the heroes and
villains?
What norms do the mavericks
deviate from?

Similarity: (0)
Similarity: (2) - made known to
others

Similarity: (0)
Similarity: (2) - success in doing
tasks
Similarity: (3) - conformity
Similarity: (1) - villains: Serbs
rebels
Similarity: (3) - shy away ; isolate

MO Gp Asg - Gp 3

SYMBOLS
Visual
presentations
of the
organization
including
logos
Logos
Offices
Formal or
formal dress
codes
MO Gp Asg - Gp 3

10

SYMBOLS
Questi
on
Numbe
r

Questions

What language and jargon is

used?

How internal or accessible it

is?

What aspects of strategy are

highlighted publicly?

What status symbols are

there?

Are there particular symbols

which denote the
organization?

Analysis

MO Gp Asg - Gp 3

Similarity: (0)
Similarity: (4) - used widely
and internally ; understood by
all ; easy to access
Similarity: (4) - Motto 'Search
& Destroy" ; black beret ; iron
fist symbol
Similarity: (4) - identified by
different colors or shapes ;
unit's emblem
Similarity: (4) - CO identified
by the number "9"

11

POWER
STRUCTURES

Pockets of real
power in the
organization
May involve one or
two key senior
executives, a whole
group of executives,
or even a
department
Key is those people
that have greatest
amount of influence
on decisions,
operations, and
strategic direction
MO Gp Asg - Gp 3

12

POWER STRUCTURES
Questi
on
Numbe
r

Analysis

Questions

What are the core beliefs of

the leadership?

Similarity: (0)

How strongly held are these

beliefs (idealist or
pragmatist)?

Similarity: (2) - pragmatist

How is power distributed in

the organization?

Similarity: (5) - power distributed

from onwards

Where are the main

blockages to change?

Similarity: (2) - Gen Y & new

generation seemed to deviate

MO Gp Asg - Gp 3

13

MO Gp Asg - Gp 3

14

ORGANISATIONAL STRUCTURES
Questio
n
Number

Questions

Analysis

How mechanistic/organic are Similarity: (4) - organic and/or

the structures?
mechanistic

How flat/hierarchical are the

Similarity: (4) - hierarchy
structures?

How formal/informal are the

Similarity: (4) - formal
structures?

Do structures encourage
collaboration or
competition?

What type of power

Similarity: (2) - CO's power
structures do they support?

Similarity: (4) - collaboration and/or

competition

MO Gp Asg - Gp 3

15

CONTROL
SYSTEMS
The
ways
organization
controlled

the
is

Include
financial
systems,
quality
systems, and rewards
How these factors are
MO Gp Asg - Gp 3
measured
and

16

CONTROL SYSTEMS
Questi
on
Numbe
r
1
2
3
4

Question

Analysis

Similarity: (4) - exit and entrance ;

controlled items ; discipline
problems
Similarity: (4) - reward according
Is emphasis on reward or
to jobs ; punishment due to
punishment?
violations to discipline
Are controls related to history Similarity: (3) - related to history
or current strategies?
and current strategies
What is most closely
monitored / controlled?

Are there many / few

controls?

Similarity: (5) -many controls

MO Gp Asg - Gp 3

17

CONCLUSION THE PARADIGM

Rituals

Regimental
Regimental
Ceremonial
Ceremonial
Loyalty
Loyalty
Discipline
Discipline

Routines

Training
Training
Parade
Parade
Readiness
Readiness

MO Gp Asg - Gp 3

Work
Culture

Values

Teamwork

Solidarit
Solidarit
yy

18

CONCLUSION THE PARADIGM

Stories
Point of
Point of
reference
reference
Success of
Success of
accomplishi
accomplishi
ng tasks
ng tasks

Work
Culture
Highly
spirited
and
maintain
morale

Values

Honor
Honor
and
and
sacrific
sacrific
ee

Pervasive
Pervasive

MO Gp Asg - Gp 3

19

CONCLUSION THE PARADIGM

Symbols
Identity
Identity
Image
Image
Outstandin
Outstandin
g
g

Work
Culture

Values

Motivate
d
Distincti
ve

Espirit
Espirit
dede
corps
corps

MO Gp Asg - Gp 3

20

CONCLUSION THE PARADIGM

Power
Structur
es
Command

Command
and control
and control
Authority
Authority
Hierarchy
Hierarchy

Work
Culture

Power
distance

Values

Respect
Respect
and
and
loyalty
loyalty

Delegation
Delegation

MO Gp Asg - Gp 3

21

CONCLUSION THE PARADIGM

Organizati
onal
Structures

Formal and
Formal and
structured
structured
Chain of
Chain of
command
command

Work
Culture
Mission /
Tasks
oriented

Values

Strive
forfor
Strive
excellen
excellen
cece

Designative
Designative

MO Gp Asg - Gp 3

22

CONCLUSION THE PARADIGM

Control
Systems

Orderly
Orderly
fashion
fashion

Check and
Check and
balance
balance
Surveillance,
Surveillance,
monitoring
monitoring
and reporting
and reporting
tools
tools

Work
Culture
Adhere to
orders
and
instructio
ns

MO Gp Asg - Gp 3

Values

Discipline
Discipline
Cohesiven
Cohesiven
ess
ess

23

Clarificati
ons
&
Questions

MO Gp Asg - Gp 3

24