Defining, Measuring, and Comparing Organisational Cultures

La littérature portant sur la culture des organisations souffre d'un manque manifeste d'enquêtes extensives débouchant sur des études comparatives. Afin de rendre plus comparables les cultures organisationnelles, nous proposons une définition et une série de dimensions. La culture organisationnelle renverrait aux perceptions communes des pratiques de travail dans le cadre des unités constitutives des organisations. A l'examen d'études empiriques, les cinq dimensions suivantes nous sont apparues: autonomie, orientation externe, coordination interdépartementale, orientation vers les ressources humaines et orientation vers le développement. L'utilisation de cette définition et de ces dimensions générales devrait faciliter la comparaison des cultures organisationnelles et l'accumulation de résultats.
Within the body of organisation culture literature, there is a conspicuous absence of large-scale studies reporting on comparative studies. In order to increase comparability of organisational cultures we propose a definition and a set of dimensions. Organisational culture is defined as shared perceptions of organisational work practices within organisational units. On the basis of empirical studies we discerned the following five dimensions: autonomy, external orientation, interdepartmental coordination, human resource orientation, and improvement orientation. Use of this definition and a set of such generic dimensions would facilitate the comparison of organisational cultures and the accumulation of research findings.     

ILLUSTRATING FEMINIST THEORY

Feminist theory holds that many of the pathological behaviors observed in patients result from their position in the social hierarchy. The goals of the demonstration detailed in this article are to show the impact of current gender roles on the psychological well-being of women and men and to generate understanding and discussion of the problems that relative status can create in the therapeutic relationship. This teaching demonstration draws parallels between the Zimbardo (1971) prison experiment and the impact that assignment to low-and high-power roles can have on the psychological health of women and men. Students are asked to rate men and women on some of the diagnostic criteria that the Diagnostic and Statistical Manual of Mental Disorders (American Psychiatric Association, 1994) associates with Axis I and II diagnoses. The students watch a video of Zimbardo's prison study and then rate the prisoners and guards. This demonstration provides another explanation for gender patterns in psychopathology by demonstrating that psychologically healthy White males will develop different patterns of psychopathology depending on whether they are placed in a dominant or subordinate role. When placed in the subordinate role, they exhibit behaviors typically seen in women clients; when placed in a dominant role they exhibit behaviors commonly associated with male clients. This exercise demonstrates the unhealthy nature of the gender roles for both women and men.     

Social categorization and attitude change

Two experiments were carried out investigating the effect of categorization on attitude change. It was predicted that the division of a number of individuals into two subgroups (categorization), in such a way that initial attitudes correlate with subgroup membership, would lead to accentuation of attitudinal differences between subgroups. It was further predicted that an identical distribution of initial attitudes without superimposed categorization would lead to convergence of attitude positions. In experiment 1, the effect of a male-female classification on attitude change was studied. It was indeed found that subjects changed their attitudes in the direction opposite to the position of the outgroup (intergroup attitude differentiation), but only for groups who were initially more extreme than the comparison group. In the control condition (no categorization), conformity effects were observed. In experiment 2, an antagonistic intergroup setting was induced. In this situation, strong intergroup attitude differentiation effects were observed, which were not affected by the magnitude of the initial intergroup discrepancy. In the control condition, subjects did not show conformity to the overall group mean, but maintained their initial noncentral attitude position.