1(a). Rites are those elaborate but 'planned sets of activities that consolidate various forms of cultural expression into organized events, which are carried out through social interaction, usually for the benefit of an audience' (Beyer and Trice, 1988:42).
Rites of Renewal: The 'culture fit' after a long time in practice wanes its characteristics. To rejuvenate the organization with more or less the same culture-specific new rites are implemented from time to time. They are essentially system-supportive; and enthuse in the employees' mind a hope that their expectation is being realized, so that they reinforce their motivation in the organization as before.
Rites of Passage: They help in new recruitments in the organization. The pre-training in the military and the police, extensive and intensive testing, screening, counseling, group discussion, interviews and assessment exercises are examples of these rites.
Rites of Integration: These rites foster social co-relation by reviving common feelings and realsing individuals' commitment to the bound to the organization. They attempt at bringing people of different hierarchy through recreational activities like giving parties, picnic and joining en mass the common eating, drinking, dancing and other exchange performances.
1(b). Mission Culture: The 'mission culture' is as defined by D Denison in 'Corporate Culture and organizational Effectiveness' (1990) is a hypothesis that concentrates on certain values, goals and cultures (or subcultures) to achieve within a timescale. For this it lays a set of shared definition of the function and purpose for an organization. It is concerned with both internal factors and external environment to make the shared values positively effective.
It has primarily two focused motivations. One, it instills in the mind of the employees non-economic reasons along with the economic targets, for employing their efforts for the well-being of the organizational set-up: there lies their own wellbeing. It sets a defined direction and cherished end-goals to follow for the organization.
The Adaptability Culture: Adaptability culture is however more plastic in nature. It involves risk taking efforts, trusting each other. It follows a proactive approach to organizational life and is quick to recognize a possible hurdle and find its solution. It instills a positive confidence in the ability of the persons of all ranks and thus enthuse in them to achieve the 'mission culture'.
Good examples of the 'mission cultures' which have made themselves a name to reckon with in the world are the McDonalds, Honda, Digital Equipment Corporation (DEC). McDonalds has a mission culture, while its varying menus for different cultures is the example of its adaptability culture.
Therefore we may say that adaptability culture is more effective in achieving the target than the mission culture which is its mere identity with all unique technologies.
1(c). Culture strength: The strength that derives an organization is enshrined in a set of rules to be followed by strictly. Deviation is not tolerated. It rather makes people to instill assurance and certainty about the organization and is closely associated with durability of it.
Only then the employees have faith in the organization and hence can be motivated to accomplishment. (Hmapden-Turner; 1990:13).
Subcultures: They are just opposite of the culture strength in characteristics. Every dominant culture is characterized by some small homogeneous sets of beliefs, values and assumptions within it. The dominant culture ...
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