Organisational ideology
Organisational ideology consists of the beliefs concerning organisation that make it distinct from other organisations.[1]
In opinion of Henry Mintzberg, organisational ideology develops in three stages.[1] At first, the ideology is created from sense of mission.[1] Later it develops as traditions and stories, sagas are created.[1] Finally, the new members of organisation are affected by the ideology, start to identify with it.[1]
Mintzberg lists several main types of identifying with ideology:[1]
- natural identification, when the member of organisation likes the ideology without a special effort
- selected identification, when organisation avoids accepting and promoting members who do not like its ideology, while potential members that do not like the ideology avoid the organisation
- evoked identification, when identification is achieved through socialisation and indoctrination
- calculated identification, when members of organisation adapt to the ideology, because that helps them to achieve their goals
Strong organisational ideology decrease the need for formal bureaucratic control and for technostructure that develops such control.[2] Because of that technostructure tends to resist development and maintenance of organisational ideology.[2]
Footnotes[edit]
- ↑ 1.0 1.1 1.2 1.3 1.4 1.5 Henry Mintzberg, "Power In and Around Organizations", Prentice Hall, 1983, p. 151-162 [1]
- ↑ 2.0 2.1 Henry Mintzberg, "Power In and Around Organizations", Prentice Hall, 1983, p. 134-137 [2]
This article "Organisational ideology" is from Wikipedia. The list of its authors can be seen in its historical and/or the page Edithistory:Organisational ideology. Articles copied from Draft Namespace on Wikipedia could be seen on the Draft Namespace of Wikipedia and not main one.
