The topics discussed in this contribution are founded on two basic assumptions; the first considers a complex organization as a social subsystem in which all the specific characteristics of the “macrosystem” may be found. The second (consequential to the first) favours the interpretation of “organization-as-culture” (This contribution deals with the effects that two macrosocial factors take on, with significant relevance, in the reality of formal organizations, thus making them particularly “multiple”: postmodernism and multiculturalism.
In other terms, the former affects mainly the organizational “structures” (making the possibility of a “univocal-structure” extremely relative and afunctional), and the latter mainly the “cultures” of the organizations, (making the idea of the organizational culture-as-a-monolith much less absolute than in the past). In both cases, it is clear, there tends to prevail an ongoing attempt to make the structural-cultural diversifications converge in a model which (at least one supposes) must remain unique, a kind of continuous stimulus towards the reconstitution, as Eisenstadt would say, of a unique model of organizational rationality, despite the differences, the contradictions, the possible antitheses or as a sociocultural system).
|Keywords:||Organisational Culture, Organisational Change, Organisational Multiculture|
Professor of Sociology, Faculty of Humanities, LUMSA University of Rome (IT), Rome, Italy
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