Organization Culiture
Organization Culiture
Organization Culiture
INTRODUCTION
(1998) highlights four key challenges that the organization today faced. First, rapid
and widespread of information within the organization and its environment. Second,
within organization and its environment. Third, the workplace has grown in its
operation.
understand the organization culture before setting the organization strategic. Culture
system. Understanding the organization culture orientation can help to define the
range and type of strategic option that are considered and engaged in (Cameron &
Quinn, 2006).
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WHAT IS ORGANIZATION CULTURE
culture which is defined in many different ways in the literature. Each scholar has a
various scholars.
belief and expectations shared by the organization’s members” and it can make
norms that can shape the behavior of individuals and groups in organization.
which are perceived by the organization as the valid, correct way to perceive and
solve problems.
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Schein (1992) described culture is a pattern of basic beliefs, assumptions,
can change quickly and dramatically. In other word, organizational culture is a result
way we do things around here'' or “the way we think about things around here’’
From the above definition of organization culture, we can see that even
though the definition may be diverse and different, to certain extent there is
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In the following discussion, I will discuss several concepts of organization
culture presented by various scholars. The discussion will look in Schein’s Concept,
i. Schein’s Concept
different ways in the literature. Perhaps the most common and famous
Artefacts
Assumptions
Values
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Figure 1: Structure of Organization Culture
level. In the level, there is very easy to identify the organization culture
because the artefacts of organization are all visible, hear able and
offices, furnishings, visible awards and recognition, the way that its
members dress, how each person visibly interacts with each other and
observe but very difficult to decode because the sense of artefacts can
statements and process manuals. They are made explicit and are
customers.
tell group members how to perceive, think about, and feel about things.
This level is very difficult to change. Since the human mind needs
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Figure 2: Onion Diagram
those who share the culture. For example, Maybank use acronym
T.I.G.E.R to represent its five core values, only the Maybanker can
time and the new symbols are easily developed and old ones
thus serve as models for behavior. For example the founder of Genting
Highlands, Tan Sri Lim Goh Thong, his spirit and hard working has
socially essential: they are therefore carried out for their own sake.
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At the very center of Onion Diagram finds values, which can be
1994). Values are intimately connected with moral and ethical and
determine what people think ought to be done, and identify “likes” and
culture web which divided culture into seven key elements and each
interrelated. In the center of culture web, the paradigm held beliefs and
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Figure 3 : Culture Web
The seven elements are stories & myths, rituals & routines,
the paradigm as center of web. Stories and myths are the past events
and people talked about inside and outside the company. Who and
1999)
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Symbols are the visual representations of the company including
logos, how plush the offices are, and the formal or informal dress
the organization chart, and the unwritten lines of power and influence
Scholes, 1999)
(including the way they are measured and distributed within the
This may involve one or two key senior executives, a whole group of
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The following discussion will focus on several type of organization presented
by various scholars. The discussion will focus on the competing Values Framework
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Figure 4: The Competing Values Framework
organization.
organization culture.
welfare and always act like mentors, coaches and even as parent
Award.
Besides that, the clan culture has less focus on structure and
control and a greater concern for flexibility with less strict rules and
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In the upper right quadrant of the competing values framework is
within the Adhocracy model are those that must change direction with
little warning, rely on individual risk taking, and exist in a very dynamic
and very structured working environment with very little discretion to its
staff, as all activities are governed by a vast set of rules. Therefore, the
internal orientation.
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In the hierarchy culture, the leadership type is coordinator,
The final culture type that Cameron and Quinn present is the
market culture. For profit companies with a market culture are oriented
1999).
culture, role culture, task culture and person culture. The following is a
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a. Power Culture – where power is concentrated among a few
can ensue
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Handy popularized these culture types by making links between
the culture types and Ancient Greek gods. Handy’s research poses
culture within their organization and then identify the culture with which
from the results, and an understanding of how and why people may or
may not fit within the dominant culture of the organization and why sub
example of discussion and relate it’s to the scholars’ view of organization culture as
about. The discussion will relate Maybank’s culture with Schein’s concept of
organization culture.
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Firstly, Maybank has five core values as foundation of business, all
Maybankers are guided by five core values, which are Teamwork, Integrity, Growth,
Excellence & Efficiency and Relationship Building. All Maybankers work together as
a team based on mutual respect and dignity. The integrity values stressed in
that the importance of customer, therefore, relationship building value was put ahead
to continuous build long term and mutually beneficial partnership with its customer.
These values guide Maybankers in pursuit growth and excellence, as they strive to
build mutually beneficial partnerships with all. The first letters of each core values
Secondly, Maybank has very unique artefact such as corporate logo, which is
a yellowish tiger head and Menara Maybank building in the shape of Kris’s cover, the
Malay traditional fighting weapon. The others artefacts that easily to identify is its
Islamic banking, offshore banking, leasing and hire purchase, insurance, factoring,
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Thirdly, there are basic assumptions that guide Maybankers behavior. One of
culture, however, the other three cultures, which are Clan , Adhocracy and Hierarchy
business prospects. As such, Maybank now refocus efforts to enhance its position
as the leading financial group in Malaysia and a key player in the region through its
in Malaysia ;
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continuing to look for opportunities in other lucrative growth markets in
iii. significant annual cost savings and cost avoidance achieved through
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v. launch of a consolidated capability to proactively address potential non-
Maybank2u.com become No.1 Internet banking website in Malaysia with 3.8 million
registered users and a leading market share of over 54%. As financial year 2010,
Maybank Group achieved pre-tax profit of RM5.37 billion compared to pre-tax profit
is placed on the development of human capital. Vital information with regards to the
direction and strategies of the company is cascaded down to all employees via the
internal portal and in-house news publication. The Chief Executive Officer (CEO)
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employees from all levels and regional locations to discuss on various issues ranging
from group strategies right down to operational and human related matters.
rewards now encompass spot awards to star employees, innovation awards, awards
for the best talent in all categories, and incentive plans catering to the different lines
of business across the Group. Thus, clan culture model also found in Maybank’s.
Maybank also adopt a very strong hierarchy culture with bureaucracy system
take in place. In Head Office, Maybank Group led by Chief Executive Officer assisted
regional was led by Regional Manager and Branches Managers was under
countries.
rapid changing business climate. In other word, Maybank has flexibility and
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enhance customer convenience through the use of technology. The followings are
computerization programme.
ii. The first bank in Malaysia to implement the use of Automated Teller
subsidiaries.
iii. The first local bank to introduce a telephone banking service in 1991
at their offices.
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v. in 1997 introduced MAS Electronic Ticketing (MASET) marked the first
improvement programme was phases in 2 states from 2008 until 2015. First phase
and well-executed business strategies to secure position and gain share, assemble
or build leadership pool and pipeline to fill critical roles and establish highly effective
The second phase aimed to expand footprint and capture new markets
footprint to new markets and regionalize operating model, create global talent
performance culture
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CONCLUSION
organization culture also touch with presented three concept of organization culture
from Cameron & Quinn, Hofstede and Johnson & Scholes. Several type of
organization culture also discussed briefly. The discussions continue to relate the
the discussion.
foundation which shapes the way that the work of the organization gets done and the
crucial skill for leaders trying to achieve strategic outcomes. The Maybank’s Chief
Executive Officer very much understands his organization culture and its
environment as rolling out their 6 years Strategic Transformation Plan. This is the
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engage their people, build their organization around teams, and develop human
capability to create their own organization culture to suit its business environment.
(Cameron & Whetten, 1981; Quinn & Cameron, 1999) organization face the need to
changes.
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REFERENCES
Andrew Brown. (1995, 1998). Organizational Culture. (2nd ed). Pitman Publishing.
Pp.9,33,176.
University Press.
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Cameron, K. S., & Quinn, R. E. (1999). Diagnosing and changing organizational
Deal, T., & Kennedy, A. (1982). Corporate cultures. Reading, MA: Addison-Wesley
Johnson, G & Scholes, K. (1999). Exploring Corporate Strategy. (5th ed). Prentice
Hall.
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Kroeber A & Kukhohn F. (1951) Culture: A critical review of concepts and definitions,
Martin, J., Feldman, M., Hatch, M., & Sitkin, S. (1983). The uniqueness paradox in
Martin, J. (2002). Organizational culture: Mapping the terrain. Thousand Oaks, CA:
Sage.
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Retrieved September 12, 2010 from http://www.maybank.com.my/files/corporate_
information/strategic%20transformation
%20plan/MaybankStartegicTranformationPlan.pdf
20Annual%20Report%202010.pdf
Schein, E.H. (1985). Organizational Culture and Leadership: A Dynamic View. San
Schein, E.H. (1992). Organizational Culture and Leadership. San Francisco: Jossey-
Bass Publishers
Schein, E. H. (1997) 2nd ed. Organizational Culture and Leadership, San Francisco,
Jossey-Bass
Bass.
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Schwartz, H. M. and Davis, S.M (1981). Matching corporate culture and business
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