DESCRIPTION OF TWO ORGANIZATIONS BASED ON DIFFERENCES IN THEIR ORGANIZATIONAL CULTURE

Organizational culture has been defined in various ways; however, there is strong agreement amongst them. According to Koberg and Chusmir (1987), organizational culture is "a system of shared values and beliefs that produces norms of behaviour and establishes an organizational way of life (p. 397). This definition implies that organizational culture is a function of "major beliefs and values." (Goll and Zeitz, 1994). Delobbe, Haccoun, & Vandenberghe (2002) in a study identified four dimensions of organizational culture and these were: people orientation, innovation, outcome orientation and bureaucratic orientation. The differences in the organizational cultures of the two organizations shall therefore be described along these lines in a tabular form.

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For the purpose of this blog post, the first organization shall be called “Organization A” and it is privately owned. It is involved in the production of health related magazines. The second organization shall be called “Organization B” and it is a state-owned enterprise. The table below outlines the differences in the organizational cultures of these two organizations.

Dimensions	Organization A	Organization B
People Orientation	-    More task oriented than people oriented -    Supportive -    Emphasizes team efforts than individual efforts	-   Equally task and people oriented. -   Emphasizes individual efforts - Encourages personnel involvement and know-how
Innovation	-    Always trying to find new and better ways of doing things -    More flexible and open minded.	-   Interested in maintaining status quo. -   Resistance to change
Outcome Orientation	-    Work focused, little free time to interact and share ideas with colleagues.  -    More results-oriented and not activity focused.	-   Activity focused; no real emphasis on creating results from inputs.  -   Following rules and regulations is very important.
Bureaucracy Orientation	-    Power distance is low. -    Bureaucracy is low.	-    Power distance is high. -    Presence of a hierarchical structure.
Leadership Style	-    Transactional leadership style and elements of charismatic leadership style	-    Combination of elements of both bureaucratic and transactional leadership style

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