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2021-02-27 15:53
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2021年2月27日发(作者:吉卜赛)


Recognize L’Oreal from Organisational Culture Perspective




Introduction




Organizational culture is a very controversial concept. Some scholars believe that culture consists


of shared values, goals, practices, norms and beliefs that characterize an organization, while others


against


it.


Generally,


organisational


culture


could


be


considered


as


a


“personality,


philosophy,


ideology or climate of an organisation



(David and Andrzej, 2010). On one side, it affects the task


issues



how


a


company,


institution


or


group


performs.


On


another


side,


it


also


influences


the


emotional


matters



how


workers


interact


with


colleagues,


customers


and


managers;


how


they


think and feel about their organisation.




In


this


paper,


a


critical


appraisal


of


organisational


culture


is


conducted


at


the


beginning.


Then,


based


on


Edgar


Henry


Schein?s


Model


of


organisational


culture,



L?Oreal



Company


is


used


as


example to help the author


identify the main variables that influence company?s culture


and shape


organisational behavior.



Organisational Culture Concepts





Definition and Debate




In early 1980s, since the book of William (1981), Peters and Waterman (1982), Deal and Kennedy


(1982),


as


well


as


Pascale


and


Anthony


(1982)


have


been


published,


organisational


culture


gradually


became


to


a


hot


topic.


These


publications


all


pointed


out


that


the


culture


exerts


significant impact on organisation


s? behavior and performance.


During the same period,


Japan?s


industrial


success


also


proved


this


viewpoint:


the


managers


in


company


might


achieve


better


organisational


effectiveness via changing their companies? culture.




After


then,


not


only


managers


but


also


university


academics


began


to


throw


great


interests


in


organisational culture. In order to achieve various researching purposes, many scholars attempted


to refine the concept, seeking and operationalize the culture (Deal and Kennedy, 2000; Alvesson,


2001;


David


and


Andrzej,


2010).Edgar


Schein


(1984)


was


amongst


the


first


of


them,


and


his


theory of organisational culture will be discussed in next part.



Since the rise of organisational culture, the debate about it then appeared. While some managerial


writers asserted that there is connection between a strong culture and organisational performance


(Furnham


and


Gunter,


1993),


others,


include


some


social


science


academics


maintained


that


organisational culture


is “a term that is overused, over inclusive


, but under-defined


” (David and


Andrzej, 2010). The debate between these two camps could be simply summarized as follow:




The


writers,


such


as


Peters


and


Waterman,


Deal


and


Kennedy,


Schein


and


so


forth,


claim


that


every organization has its single, unique culture. It could be considered as a variable, and can be


created


and


modified


by


senior


manager.


Through


creating


a


strong


culture,


employees


are


encouraged to feel worthwhile to work (Smircich, 1993; Schein, 2004; Burman and Evans, 2008).


In contrast, the social science scholars see


“culture as something that organisation is”


(David and


Andrzej,


2010).It


is


produced


by


the


routine


interactions


between


organisation


members,


and


cannot be easily quantified or measured by manager. An organisation consists of many groups, and


each of them has own different characteristic subcultures. Employees in each group have various


motivations,


goals,


beliefs,


values


and


experience.


Thus,


culture,


as


a


useful


tool,


can


enable


managers to control and reduce these differences of employs (Ray, 1986; Ackroyd and Cowley,


1990; Gratton and Erikson; 2007).



Anyway, although the voice from two camps is different, both them think organisational culture is


important. Because, it can shape the image of an organisation; it guide employees behavior and


determine whether them collaborate or compete with each other; and, to some extent, it provides


the direction for organisation.





Strong Culture and Weak Culture



Since


the


culture


play


significant


role


in


organisation,


it


is


useful


to


indentify


the


distinction


between strong culture and weak culture.


O?Reilly described that


the core values of strong culture


could


widely


shared


among


employees


and


intensely


held


by


them.


In


contrast,


weak


cultures


made employees had less agreement about the core value of their organisation. However, although


some companies with strong culture, such as Apple, McDonald?s, perform brilliant in recent years,


it


still


cannot


prove


strong


culture


lead


a


better


perform


than


the


weak


one.


Because,


company


success, depends on many factors other than culture.


Companies?


financial success may cause its


culture become stronger, but, a strong culture leads success only if it is appropriate (Gordon and


DiTomaso, 1992). Not only that, strong culture also has some disadvantages.


For example, it is


slow to develop and difficult to change. And it makes merging with an organisation become more


difficult.





Culture Types



Organisational


cultures


have


been


classified


by


several


methods.


The


first


one


should


be


mentioned


is


Charles


Handy?s


(1993)


classification.


It


developed


from


the



1972


work


of Roger


Harrison,


which


based


on


the


culture


framework.


Charles


describes


Harrison?s


four



types


of


culture:




?



Power Culture


. A single, dominant person exerts his/her will; Few rules. For example, a


small start-up restaurant runs by its owner.


?



Role Culture.


Functional departments and specialties exert their power; Focus on rules.


For example, bureaucracies.



?



Task Culture.


Based on experts; Team work. For example, Ted Bates.



?



Person Culture


. Focus on individuals; Rare. For example, small start-up law firms.



The


second


import


classification


from


Rob


Goffee


and


Gareth Jones


(2003).


They


divided


also


four types of culture as:


?



?



?



?



Communal Culture


(High sociability/High solidarity).



Members think and act friendly


to each others; Adhere to company?s value; High degree of cohesion.




Network


Culture


(High


sociability/Low


solidarity).



Members


act


friendly


but


think


different to each other; High competitive environment.



Mercenary Culture


(Low


Sociability/High


solidarity).Members


think


alike


but


are


not


friendly to each others; High competitive environment.



Fragment Culture


(Low sociability/Low solidarity): Members think and act differently


and unfriendly; Depend on key individuals.



Actually, one organisation often has different culture in different sections. For example, at L'Oré


al


cosmetic company, product researching department has task culture but marketing and accounting


departments


own


role


culture.


And,


these


cultures


are


not


fixed


forever,


they


would


change


as


company personal and strategy changed.


Analysis Based o


n Schein’s


Model


Edgar


Schein,


an


MIT


Sloan


School


of


Management


professor,


His


model


of


culture


now


is


widely


accepted


worldwide.


According


to


Schein,


culture


has


three


cognitive


levels


(Figure


1).


The first level is the surface manifestation of culture, also called ?observable culture?. It included


the


most


visible


things


(e.g.


ceremonials,


courses,


heroes,


language,


legends,


mottoes,


norms,


sagas,


slogans,


stories,


symbols


and


others)


produced


by


a


culture.


The


second


one


is


organisational values. These are accumulated beliefs about how do employees work and how their


solve


problems.


Values


can


distinguish


on


organisation


from


another.


The


third


level


is


basic


assumption. Basic assumptions are invisible understandings held by members in an organisation,


concerning “the


nature of


reality


and


the


organisation?s


relationship


to


its


environment”


(She


in,


1997). It can be summarized in brief statements such as quality, morality, stability, responsibility


and innovativeness.



Figure 1: Schein’s Level of Culture (Schein, 2004)




Based


on


Schein?s


model,


the


author


tries


to


analyse


the


organisational


culture


of


L?Oreal


Company.


L?Oreal



is


the


world?s


largest


cosmetics


and


beauty


Group,


and


has


more


than


890


different companies around the world, selling hair care, skin care, make-up, perfumes and other


beauty products in over 130 countries. Walking into an L


?Oreal?s


retail store, you will notice that

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