Can Managers Influence Their Organisation's Culture?
In both cases, it seems, the change of culture extended throughout the culture, cutting across all subcultures; at the bare minimum there was an extremely dominant hegemony2 (Parker, 2000, p.75) established of the corporate culture. It is not this, therefore, that could be the main critique of these cases, but instead the lasting value of management’s influence. This worry was touched upon by Bajer (2010), who said that the enthusiasm and skills, which were core to HSBC Argentina’s new culture, may ‘erode’, and the effects of the training carried out may become ‘diluted’. This issue is reflected in the work of D.Awal et al (2006), who mention about how, though in the short-term workers may bow to the corporate culture, it does lead them to doubt the values which they have relied upon for a sustained period of time. This uncertainty may eventually lead them to revert back to what was before. It begs the question whether employees’ basic assumptions, values and thus cultural artefacts have changed (Schein, 1992), or whether it is only the latter.
Stop-the-line is a production system whereby any worker has ‘the obligation’ to stop all production if and when they find an error.
Hegemony is the dominance of, in this case, one culture above all others within an organisation.
This could be seen in Kunda’s (1992) study of High Technologies Corporation which Brewis (2007) outlines.