Running head: THEORIES OF ORGANIZATIONAL CULTURE
Theories of Organizational Culture and Change
Michael K. Humphries
Western New Mexico University
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THEORIES OF ORGANIZATIONAL CULTURE
Overview of Theories of Organizational Culture and Change
Overview
The Theory of Organizational Culture and Change, is unlike any traditional theory that
have been in practice for decades. The theory takes a look at an organization and removes the
mechanics, the systems and the processes, and instead focuses on the human elements. The
Theory states that organizations are built from human characteristics like values, beliefs,
perceptions, behavioral norms, artifacts and patterns of behavior [ CITATION Sha11 \l 1033 ].
Humans aren’t robots, they are complex organisms inside of organizations and have the ability to
make mistakes, be rigid, or be innovative. The theory understands that while humans can make
easy mistakes, their unrobot-likeness is what fuels innovation and creative problem solving. To
achieve this full potential, the leaders of an organization have to create an environment for it to
thrive.
An environment that cultivates human innovation and creative is not one of “hierarchy,
rigidity, homogeneity, power based on authority and associations in closed networks, and
reliance on rules [ CITATION Sha11 \l 1033 ]. Those kinds of environments in organizations
restrict flexibility and the creative mind of humans. Restrictive environments essentially put up
walls that each member of the organization has to stay in. These kinds of environments are
common, even today, multiple levels of bureaucracies, policies, and constrictive leadership. The
Theory of Organizational Culture and Change puts the faith into employees and takes down the
walls. While it is true that without strict walls of policies some mistakes may occur, the theory
believes that in the long run the innovation and creativity that comes out of not having walls will
out weigh the benefits.
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THEORIES OF ORGANIZATIONAL CULTURE
Furthermore, an organization that practices a Theory of Organizational Culture would be
one with a horizontal hierarchy. At every level of the organizational, coworkers build
“horizontal” relationships. This style of relationship encourages coworkers to work together on
an issue and rather as boss/subordinate. A horizontal organizational structure also means more
flexibility and thus, responsiveness, to the ever-changing climate around an organization.
Diversity plays a major role in an organization practicing the theory of Organizational
Culture. The organization should be built with as much diversity as possible. With diversity
comes more flexibility, more innovation and more creativity. When you get organizational
members from different backgrounds, racial groups or different levels in society, ideas are shared
and challenged. Getting members with vast diversity to work with each other may be a
challenge, but in the long run the organization will benefit. One solution to encouraging
teamwork among diverse organizations is individual and group empowerment.
Individual and group empowerment is vital for an organization have a successful culture.
Leaders should look at empowerment at a micro level rather than macro. With a micro approach,
empowerment is more effective and longer lasting. With this approach, leaders can also
encourage diversity through empowering and supporting the groups that use diversity to their
advantage.
The theory of Organizational Culture also puts customer service to the forefront. The
theory recognizes the humanity inside of the organization, shouldn’t it recognize it on the outside
too? Well it does. The theory believes that organizations are created to serve the customers and
not the other way around. With good customer relationships, comes success.
Traditional organizational theories seem to stick with what they know whether it be
policies, values, or beliefs. They stick to these beliefs even when they have failed them. It can be
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THEORIES OF ORGANIZATIONAL CULTURE
difficult for an organization to challenge itself with the unknown. The risk/cost benefit can be
hard to calculate, and in the short term it is typically more expensive. However, in the long run,
organizations can benefit from challenging the old and testing the new.
History
The theories of Organizational Cultures and Change have been contributed by many great
minds including Dr. Edward Deming, Joseph Juran, Val Feigenbaum, Elliot Jacques, William H.
Whyte Jr., and several more [ CITATION Sha11 \l 1033 ]. The building blocks of the theory
began in the 1950s and 1960s. However actual implementation and full enactment of the theory
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