Htoo Wai Lin Aung

Diploma in Business & Management (DBM – 36)

Organization Behavior

Assignment 2

Organizational Culture

Assessor

Tr. Kyi Pyar Myint Aung

 Table of Contents

Page
1. Introduction 1

2. Business for my Organization 1

3. Organizational Culture 2

4. Organizational Culture Theories and Models 4

4.1 Johnson and Scholes’ Cultural Web Model 4

4.2 Schein’s Organizational Culture Model 5

4.3 Handy Model of Organization Culture 6

4.4 Deal and Kennedy’s Model of Organizational Culture 6

4.5 Trompenaars Model of Organization Culture 7

5. Organization Culture of my Organization 8

6. Conclusion 8

References
1. Introduction
A great organizational culture is the key to developing the traits necessary for
business success. It is the collection of values, expectations, and practices that guide and
inform the actions of all team members [1]. Organizational culture is a system of shared
actions, values, and beliefs that develops within an organization and guides the behavior of its
members.
Organizational development includes knowledge gained from organizational science,
since the science of creating the perfect design to enhance scientific efficiency. Members of
an organization can solve two important survival problems through collective experiences.
The first issue addresses external adaption which deals with reaching goals, how they are to
be accomplished, the methods to be used to achieve these goals, and methods of coping with
success and failure. The second is internal integration which answers questions like, how do
members of an organization resolve the daily internal problems associated with living and
working together. The individuals from an organization are separate preferences, measures
their accomplishments and conclude why goals will not be met.
It is important to share the internal values shared by organizations for the survival of
an organization. Shared values are about understanding the informal rules and expectations of
employees and managers to understand all employees. Building a strong company culture can
be good for the organization, but sometimes a strong culture and value system can reinforce a
singular view of the organization and its environment. This can make it difficult for them to
make a change if they need it. In the organization, people need to know what the company's
purpose is. By interacting with the company's employees, staff will begin to build
understanding.

2. Business for my Organization

The customers are different as their requirements are also different as well. The
market is required by knowing the customer's needs. We intend to give the name of our
company is G&Q (Good and Quality) Company Limited. Our company's main business is
supermarket and convenience stores. The company will open in Tha Pyae Kone quarter
which is the population area of the Nay Pyi Taw including G&Q supermarket. We also open
in the big cities across Myanmar as branch G&Q convenience stores. More stores are
available in Myanmar's capitals than in any other city.
There are 100 employees are required for head office and thirty employees are
required for each convenience store because we will open the shop 24 hours a day to make it
convenient for our customers to buy at any time. Therefore, the staff will be divided into 3
shifts and 10 people will work in each shift. The head office will perform finance matter and
business plans or strategies. Each manager will be appointed in every store for managing the
employees.
The occupational health and safety for the worker in my store will be emphasized. We
also provide clinic, doctor, health awareness sharing and life insurance for occupational
health. We will also let education agreements to promote the lives of employees who work in
stores.

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 Our store will include essential items in life such as foods and beverages, daily
cosmetics, electrical appliances, medicines and baby products. Breakfast is also available for
staff. Lunch boxes will be sold clean and fresh. We will select suppliers to maintain the
quality of the products imported in our store for the health of our customers. It is necessary to
establish customers' loyalty to control the usual customers. Therefore, surveys need to be
conducted to keep abreast of customer needs. We will offer special promotion processes such
as member card programmed, discount card programmed, buy one get one free system,
special price for students and birthday and advertising the promotion program from the social
media. We will try to prevent the shortage of products in the store to meet the needs of
customers. Therefore, storage space will be provided and the goods will be stored in advance.
In addition to cash, MPU cards and digital banking systems are also available to
facilitate payment. We also conduct market research to ensure the quality and price of our
products. We will try our best to buy products from our stores at reasonable prices.
Nowadays, social media such as Facebook, YouTube, TikTok, Instagram and Twitter are
influence on the people of our country. So, we will use social media to introduce our
business. Today, customers are provided to be easily purchased from their homes to prevent
the Covid-19. Therefore, we support our own store website to order the product at any time.
It also provides cash on delivery services to make it easier to pay in the payment. We will
also be promoting sales of glittering items in our store.
We have a monkey changer for the convenience of foreigners. We also provide billing
services such as electricity meter bills, TV channel bills, phone bills and so on to our
customers to relieve fatigue and ease the process. We look forward to competing with
successful convenience stores such as Abc, G&G and City Express. Therefore, we will
review the economic conditions and prospects that can compete with other stores to identify
the weaknesses and strengths of our business.

3. Organizational Culture
Organizational Culture is a group of internal values and behaviors in an organization.
It includes experiences, ways of thinking, beliefs and future expectations. It is also intuitive,
with repetitive habits and emotional responses [2]. In other words, it is standard values and
norms for the characteristics of an organization. In companies, organization culture is also
called corporate culture. The organization's culture is a result of a belief within the company

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that its entire staff is shared. It is a standard value, beliefs and assumptions that owns by the
staff.
Companies can shape their organization culture through leaders. Leaders can contact
and led by companies in their own culture. However, leaders may shape an internal culture,
but in some cases, companies are already in a strong culture. In these situations, the
organization can decide which type of leader is needed. In these situations, the organization
can decide which type of leader is needed. In other words, whatever did not work in the past
would have to be done differently.
It is important to note how difficult leaders can adapt to the company's changes. It
may be difficult to adapt to the market. In some cases, employees are resistant to change.
However, communications leaders can solve this behavior. The organization is only effective
if all employees are constantly involved in participating and shaping. But it's not something
that can be changed overnight. Organizational culture is a unique process. However, there are
generally some corporate cultural classifications.

1. Person Culture: The members of the organization are working on how business
works. Employees, customers and more widespread communities are the powerful
aspects of a person's culture and market culture. The person culture is one of the most
commonly used cultures to horizontal structures.
2. Market Culture: Marketing organizations look out and focus on the inside. They
know the position of the organization in the market well and encourage it to improve
it.
3. Adaptive Culture: To some extent, the decision is made. New ideas and self-
expression development are important parts of adaptive cultures. Adaptive cultures
value change and focus on the action. Increases the risk of survival by time.
4. Adhocracy Culture: Adhocracy cultures are dynamic and entrepreneurial, with a
focus on risk-taking, innovation, and doing things first.
5. Power Culture: In one of the culture of power, there is a strong leader who can
influence moral and values. The leader influences ideas and beliefs.

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 6. Role Culture: In one role culture, legal systems determine values and beliefs.
Role cultures are where functional structures are created, where individuals know
their jobs, report to their superiors, and value efficiency and accuracy above all else
7. Hierarchy Culture: Hierarchy cultures are similar to role cultures, in that they are
highly structured. They focus on efficiency, stability, and doing things right.
8. Task Culture: In a task culture, organizations are formulated with a skilled
member to solve specific problems. A matrix structure is common in this type of
culture, due to task importance and the number of small teams in play.
9. Clan Culture: Clan cultures look like a family, guidance and it focuses on
nurture and working together.

4. Organizational Culture Theories and Models

The concept of the fact that the organizations may have the culture of organizations is
widely distributed on the organization's theory. Although the lack of basic theories is often
lamented for the idea of the organization's culture, it has a little effort to reach the concepts
found in cultureless in the management and organization. Several theories and models can be
found in different research fields. Generally, approaches to organizational culture theories
and models can be classified into five categories.

1. Johnson and Scholes’ Cultural Web Model

2. Schein’s Organizational Culture Model
3. Handy Model of Organizational Culture
4. Deal and Kennedy’s Model of Organizational Culture
5. Trompenaars Model of Organization Culture

4.1 Johnson and Scholes’ Cultural Web Model

Strategy and development in an organization are influenced heavily by the culture and
environment. This is often positive, but it can also act as a hindrance or even a barrier to
growth and success [3]. There is an impressive idea that a derivative strategy may be linked
to an unusual implementation of this concept. This was research at the diagnostic tool to
evaluate culture.
Johnson and the Scholes were identified the six distinct, but the six factors were
referred to as the "Paradigm" called an organization. The six elements to contribute is as
follows:

 Stories: This is the exact accurate, which speaks in the company

and outside. The descriptions of past events those are not included.
 Rituals and Routines: It refers to daily activities and actions of
individuals within the organization.
 Symbols: This represents the company's visual. They are both
outside and outside. How do you appear individually?
 Organization Structures: It refers to both the official and informal organizations
of the company.

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  Power Structures: These are the real power structures and the people in
charge of the organization.
 Control Systems: These are the systems of controlled systems.

4.2 Schein’s Organizational Culture Model

Schein believed that organizations take time to develop a culture as the employees go
through various changes and adapt to the external environment and solve organizational
problems [4]. They learn from their past experiences and begin practices, and the attitude of
the staff form the culture of the organization. Schein believes that there are three stages below
in the culture of an organization.

 Artifacts: The first step is to easily watch the arts with the well-known people.
Who can hear it? These are the characteristics of the organization that may feel.
 Values: The deeper level for the superficial art which contributes to
campaigning culture is the company's values. It is the adaptable to those who work
there and those values.
 Assumptions: The third step measures the estimated values of employees. Unable to
vary the culture of the organization.

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4.3 Handy Model of Organizational Culture
Handy defines culture as the way individuals live and follow unwritten rules and
norms. The culture characterizing an organization is determined, built and disseminated by
the dominant group within the organization [5]. However, a cultural culture may result in
reducing the performance of an organization to improve the performance of an organization.
Handy identified four types of organizational cultures:

 Power Culture: There is only a few a leader or individual leaders or individuals

in the hands of a few powers.
 Task Culture: The structure of these cultures is similar to a matrix. Skills are
more powerful than those in favor or strong personality.
 Role Culture: Power is mainly obtained from personal position. Have a strict
control and the roles in these organizations are more important than individuals.
 Person Culture: This culture is made up of non-collaborative people, since the
culture of these organizations is not basing in the culture of these organizations.

4.4 Deal and Kennedy’s Model of Organizational Culture

Deal and Kennedy's model of culture is based on characterizing different four types of
organization, based on how quickly they receive feedback and reward after they have done
something and the level of risks that they take [6]. Deal and Kennedy distinguish between
quick and slow feedback and distinguished Risk between High and Low. In this way, the four
corners of an organization culture is obtained.

 The tough guy, macho Culture: A world of individuals who are quick to respond
quickly to high risks and respond quickly whether their actions are true or wrong.
 The work hard/play hard Culture: Fun and functionality is the rules, employees
take a few risks with quick feedback. To succeed, culture encourages them to
maintain their low-risk activity at high levels.
 The bet-your-company Culture: With the great decisions, cultures have passed
for years before realized that staff decision was unsuccessful.

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  The process Culture: In a little or no response, employees in the world
are hard to measure their action. Instead, they focus on how they do it.

4.5 Trompenaars Model of Organization Culture

Trompenaars' model is a framework for cross-cultural communication applied to
general business and management, developed by Fons Trompenaars and Charles Hampden-
Turner. Fons Trompenaars is a Dutch culturalist who is into international culture [7]. The
initial action is based on the format of Hofstede's national cultures. But its meaning has
expanded to focus more accurately on different sizes and individual preferences.

 Universalism vs. Particularism: It looks at the importance of rules vs.

relationships.
 Individualism vs. Communitarianism: It looks at the importance of one person
and the group.
 Neutral vs. Emotional: It looks at how people describe the
feelings of people.
 Specific vs. Diffuse: It looks at the parties of people's involvement
and the private sector of the private and professional life.
 Achievement vs. Prescription: It sees how people think of the situation.

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5. Organization Culture for my Organization
The key to a successful organization is to have a culture based on a strong and widely
shared belief that supports strategic and structures. We use power culture from Handy model
for our organization. The decisions can be very quickly able to make the decisions by using
power culture. So we can get things done quickly and easily. However, the decision maker
has a direct impact on the quality of decisions. We are aware of everything that is going on
and the staff knows who to turn to. As an organization increases, it is becoming more and
more difficult to manage every detail. Therefore, we must allow the power structure to adapt
to the structure. When done correctly, we can very well understand the campaign process and
events. We can also focus on the secret aspects of the organization's life.

6. Conclusion
Success of any company depends on part of the individual and the culture of the
organization. The culture of the organization is the basis of the operation that people
determine how people behave in the company's situation. Behaviors that people need to
watch out for are beliefs, values and assumptions that can influence their actions. Managers
need accurate understanding of the culture of the organization to avoid the deterioration of
the organization's culture, which does not stand up to the company's goal. Purpose is initiated
by the employees of employment and continues to carry out their motivation and rewards.

References
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[2]. [Link]

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[4]. [Link]

[5]. [Link]

[6]. [Link]

[7]. [Link]