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Organizational Cultural

Organisation culture is a powerful influence on organisation develop­­ment­

The functionalist approach to organisational culture presupposes that culture is a crucial component of a successful organisational performance.One of the theories under functionalist approach is Hofstede’s Multi-Focus Model on organisational cultural which postulates that every organisation possesses a culture, just like it has a strategy, employees, structure and technology (Hofstede 2016). Imperatively, culture is a core part of the development because it consists of values, artifacts, and meanings that can be measured and quantified to allow an organisation to carry out its development objectives (Janićijević, 2012).

Hofstede’s theory or model has six autonomous variables and two semi-independent dimensions that define the hallmark of an organisation’s perspective on development, right from employees to the management, and how the two components interact with other stakeholders of an organisation (Hofstede 2016). For example, the means-oriented versus goal-oriented dimension is considered as one that is closely related to effectiveness within an organisation and hence its development measures how good performance and success is crucial in achieving a company’s goals and objectives. In the goal-oriented organisational cultures, employees focus on achieving specific goals or outcomes even when these goals or outcomes involve risks because the employees know the “what” concept of the organisation (Wiewiora et al. 2013).

It suffices to note that the functionalist approach to organisational culture enables organisational culture to influence its development, especially organisational change and its management. The culture allows an entity to select a change management model that resonates with its values, norms and assumptions, especially how managers and the employees perceive their impact to development of an organisation (van Vllet, 2014). The functionalist approach reckons that business-specific and well-structured culture where employees and managers socialize well underscores more effective performance, higher moral and higher productivity.


Hofstede, G., 2016. Organisational Culture. Accessed on December 1, 2016 from


Janićijević, N., 2012, June. The Influence Of Organizational Culture On

Organizational Preferences Towards The Choice Of Organizational Change Strategy, Economic Annals, Volume LVII, No. 193 / April – June 2012 UDC: 3.33 ISSN: 0013-3264

Van Vllet, V., 2014. Organisational culture model by Edgar Schein. Accessed on December

1, 2016 from <>

Wiewiora, A., Trigunarsyah, B., Murphy, G. and Coffey, V., 2013. Organizational culture

and willingness to share knowledge: A competing values perspective in Australian context. International Journal of Project Management, 31(8), pp.1163-1174.