Let management drive the desired organizational culture and culture shift

Abstract

This paper recognizes the need for an evolution of management thought and a shift in the management paradigm. It aims to show how managers can drive the desired organizational culture and culture shift in an environment dictated by complexity, risk, attitudes and behaviours, amongst others. It uses the Competing Values Framework (CVF) to determine the dominant leadership model, focus, direction and organizational culture. A sample of 202 managers was drawn using stratified random sampling based on managerial level (top, senior, middle). Data was collected using a self-developed measuring instrument and analyzed using descriptive statistics in terms of the dynamics of the CVF. Results indicate that the management cadre displays dominance in the monitor and mentor leadership roles, and the organization operates predominantly in the Internal Process Model with a dominant hierarchy culture. Based on these results and taking cognizance of the old and new management assumptions, a model is designed to reflect ‘what’ the leadership has to do and ‘how’ they can bring about a management paradigm shift in the new ever-changing and globalized corporate environment.