Organizational Cultures are Not Unitary * Most organizational researchers agree that is impossible to characterize an organization as having a single culture. * Most scholars agree that organizations consist of a multitude of subcultures that co-exist in harmony or conflict. * Martin (2002) differentiated approach talks about inconsistencies which are often seen as desirable. * Louis (1985) suggests these subcultures are found in vertical and horizontal levels of an organization. Vertical subcultures exist through divisions. Horizontal subcultures exist through hierarchy levels. * Martin (2002) suggests that subcultures might emerge around networks of personal contacts or demographics. Through these networks emerge meaning, community, work practices, ideas about what’s important in the workplace, common language, and vocabulary. * Another aspect of nonunitary organizational cultures is that various subcultures within an organization may represent important differences in power and interests.
Organizational Cultures Are Often Ambiguous * Scholars of organizational cultures understand that there is not always a clear picture of the organizations culture or subcultures. * Martin (2002) calls this - fragmentation perspective. These cultures and subcultures are difficult to interpret, often times unclear and hard to comprehend. * Many scholars argue that we live in a “postmodern world” that is multifaceted, fragmented, fast-moving, and difficult to understand. * Current organizational scholars take an approach that seeks to understand the ways communication and interaction work together in an organization. These scholars look at values, behaviors, stories, rules, and metaphors that make up an organization’s culture. * Current scholars also acknowledge that culture is socially created through communication of it members. They look for similarities and differences within subcultures.
