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    The Cultural Web - Model

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    Florencia Wirawan
    The Cultural Web model represents the taken-for-granted assumptions that shape an organization's culture through six interrelated elements: stories and myths, rituals and routines, symbols, organizational structure, control systems, and power structures. Understanding an organization's existing cultural web can help managers identify cultural blockages to and facilitators of change in order to improve performance. Creating a new cultural web showing aspirational culture can help guide strategic changes within existing cultural constraints.

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    The Cultural Web - Model

    Uploaded by

    Florencia Wirawan
    361 views1 page
    The Cultural Web model represents the taken-for-granted assumptions that shape an organization's culture through six interrelated elements: stories and myths, rituals and routines, symbols, organizational structure, control systems, and power structures. Understanding an organization's existing cultural web can help managers identify cultural blockages to and facilitators of change in order to improve performance. Creating a new cultural web showing aspirational culture can help guide strategic changes within existing cultural constraints.

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    The Cultural Web model represents the taken-for-granted assumptions that shape an organization's culture through six interrelated elements: stories and myths, rituals and routines, symbols, organizational structure, control systems, and power structures. Understanding an organization's existing cultural web can help managers identify cultural blockages to and facilitators of change in order to improve performance. Creating a new cultural web showing aspirational culture can help guide strategic changes within existing cultural constraints.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    361 views1 page

    The Cultural Web - Model

    Uploaded by

    Florencia Wirawan
    The Cultural Web model represents the taken-for-granted assumptions that shape an organization's culture through six interrelated elements: stories and myths, rituals and routines, symbols, organizational structure, control systems, and power structures. Understanding an organization's existing cultural web can help managers identify cultural blockages to and facilitators of change in order to improve performance. Creating a new cultural web showing aspirational culture can help guide strategic changes within existing cultural constraints.

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    JOHNSON AND SCHOLES CULTURAL WEB

    Management Models

    >> INTRODUCTION >> THE MODEL

    The Cultural Web is a representation of taken-for-granted assumptions of an organisation. The model contains 6 inter-related elements:
    It helps management to focus on the key factors of culture and their impact on strategic
    issues and can identify blockages to and facilitators of change in order to improve Stories & Myths
    performance and competitive advantage.
    An organisations strategy is influenced by the culture of the organisation but this can
    cause problems when the need for change arises. Management can tighten controls
    Ritual & Symbols
    and improve operational performance as a means to implement change. If this fails, they Routines
    might try making strategic changes within the existing ways of doing things. Managers
    can find themselves trapped in the organisations routines, assumptions or politics, with
    the familiar ways of doing things still being done, within a different application. Organisational
    Values

    >> HOW CAN THIS HELP ME? Control Systems


    Power
    Structures
    Identify what the stories, symbols, and routines are that collectively make your
    organisational culture what it is today. What is the dominant culture? How easy is this to Organisation
    Structures
    change? Having completed the existing Cultural Web a new one can be created showing
    your organisations aspirations.

    >> ADDITIONAL RESOURCES


    Stories The past and present events and people talked about inside and outside the
    Exploring corporate strategy: text and cases, 8th ed., G. Johnson and K. Scholes company.
    Harlow: FT Prentice Hall, 2008 Rituals and routines The daily behaviour and actions of people that signal acceptable
    behaviour.
    Symbols The visual representations of the company including logos, office decor and formal
    or informal dress codes.
    Organisational structure Includes structures defined by the organisation chart, and the
    unwritten lines of power and influence that indicate whose contributions are most valued.
    Control systems The ways that the organisation is controlled including financial systems,
    quality systems, and rewards.
    Power structures Power in the company may lie with one or two executives, a group of
    executives, or a department. These people have the greatest amount of influence on decisions,
    operations, and strategic direction.

    All rights reserved. No part of this publication may be reproduced in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying,
    recording or otherwise, without the prior permission of the publisher.

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