Understanding on organizational ideologies and cultures

An ideology is a human perception of a real life experience of the existence of humanity. It is simultaneously an allusion and illusion of concrete reality. Organizational culture is an aggregation of human behavior in an organization and the meaning humans attach to their activities at the workplace. Culture has a specific relationship to ideology from which it arises and alludes. Though culture relies heavily on ideological foundation, it cannot be tied down to single ideology (Trice, 2003). Most organizational projects are crafted on western psychology that is dominated by the western ideologies that discriminates on the cultural basis.

Ideologies and methodologies have western ethnocentric biases (Seliger, 2006). Companies have values to be upheld by employees in project implementations: openness friendship, skill’s, communicative and social orientations. The devaluation of technical skills compared to communicative values of project management and customer care are part of values and ideas of companies. To maintain such values people sharing values and orientations are employed together (James, 2004). A scientific theory plays the role of ideological justification in the case of equilibrium in an organization (Trice, 2003). This theory depicts Culture, as a discourse is comprised of metaphors concepts and perspectives that describe an event. Discourses vary across different cultures thus ideologies vary between various levels of employees within a project. The Aspects of ideologies and culture can be understood by viewing main ideologies. Paul Saba outlines the first ideology as Gramsci’s Conception of Hegemony. In this ideology , the process of strengthening project management in an organization  and ideological elements   can be understood  as a serial compromises and concessions  that the  management level makes with the  subordinate employees in order to maintain its economic and administrative power. The administrative level remains in power in stable conjuncture by the consent majority of the employees. Gramsci defines this phenomenon as exercising hegemony (Saba, 2000). Secondly, Capitalist ideology is expressed through the intellectuals and organizations that are created in the struggle to rise and maintenance its dominance in the implementation of projects within the organizations walls (Trice, 2003). This culture and ideology in the initial phase project development is dominated by a “nation state” structure wills is composed of an ideological, political, and political power. Paul Saba finally   states that, the most predominant ideology in project implementation affects the shaping of the consciousness across both cultures of sexes either in the organization social formation or in nation state (Saba, 2000). Detecting desirable characteristics of organizational project management is done by evaluating the ideologies against the cultural attributes needed to achieve the strategic milestones. Organizations where individual contributions are impossible to measure have different evaluations situations. According to   Edgar Schein a Management professor at MIT, project leaders must have a clear understanding of strategic objectives of their organizations and actions to achieve the objectives. They should conduct analysis of their organization cultures and ideologies, values and norms. Two core questions the leaders ask in the analysis are: (a) Do the existing explanations affect the relationships and behavior applicable   to achieving the objectives? (b) Do the organization employees face extern anal ambiguities from internal work process and external environment that needs clarification from the project leaders? (Schein, 2005). Organizational culture and ideologies and its success in project management lies on history, change resistance, social systems, and all the organizational strategies.


James, T. (2004). Studies in the Theory of Ideology. Cambridge: Polity Press.

Saba, P. (2000). Theoretical Review. Popular Culture and Revolutionary Theory: Understanding Punk Rock. Hoboken: Cengage Learning.

Schein, E. (2005). Organizational Culture and Leadership: A Dynamic View.

Seliger, M. (2006). Ideology and Politics. New York: Free Press.

Trice, H.  (2003). The Cultures of Work Organizations. New Jersey: Prentice Hall.