3) Organisational culture Flashcards
What is the definition of “Culture”? According to Hofstede
the collective mental programming that distinguishes one group of people from another
What are the different layers of culture? (Cultural onion, Hofstede)
1) Symbols (Outer layer)
2) Heroes
3) Rituals
4) Values (Inner layer)
What do we mean when we talk about cultural Symbols? (Hofstede)
Symbols are visible to all, in the form of gestures, logos, sense of humor, clothing, hairstyle, use of media, flags, or objects – whose underlying meaning is only understood by members of the culture.
In special: space, time, and language
What are aspects of Cultural > Symbolic > Space? (Hofstede)
Buildings speak volumes about organizational culture. How space is put to use serves as an insight into the type of organization and work processes concerned. Symbolic aspects of space include:
1) building’s architecture and environment (location);
2) the interior, with factors like accessibility, size, color schemes, and office layout playing
a role.
What are aspects of Cultural > Symbolic > Time? (Hofstede)
The way in which an organization arranges time says much about the meaning of the function and nature of the work. Symbolic aspects of time include:
1) function’s temporal boundaries (clear division between work/non-work or continuous
service) ;
2) the flexibility/rigidity of the timetable;
3) the starting hours.
What do we mean by a person’s Sequential Perception of time?
And name an example country/continent.
A person’s perception of time is sequential if time governs their life:
Time is seen as a kind of finite resource, which should be put to the most efficient use. This perception of time prevails in many Northern and Western countries, such as the
Netherlands; it emphasizes the importance of meeting deadlines and arriving on time. People usually only do one job at a time.
What do we mean by a person’s Synchronous perception of time?
And name an example country/continent
A synchronous perception of time sees time as a more relative concept, ‘flexible’, in a sense. There are no strict or precise units of time in this perception of time.
Examples of countries whose inhabitants view time from a synchronous perspective are Latin American, African, and many Asian countries. This perception of time is also found in Europe, with Spain, Portugal, and Greece being examples.
What are aspects of Cultural > Symbolic > Language? (Hofstede)
Symbolic aspects of language include:
1) influence, which can be exerted in many ways, ranging in directness, subtlety, conviction, or threat;
2) identity, which can be expressed through language in the form of a community’s
distinctiveness.
What do we mean when we talk about cultural Heroes? (Hofstede)
The second layer is known as the layer of heroes, usually, people who are or have been in
high standing in the organization. This standing may result from leadership, charisma,
effectiveness, or entrepreneurship. Examples are Steve Jobs for Apple.
Heroes can be living as well as deceased – or even fictional
What do we mean when we talk about cultural Rituals? (Hofstede)
Rituals are performed because they simply have to be: they are part of the usual
way of life. Examples of organizational rituals are birthday celebrations, greetings, different
receptions, morning workouts, and working pace.
What do we mean when we talk about cultural Values? (Hofstede)
Part of an organization’s values is its notions of right and wrong, standard and
non-standard, usual and unusual. Openness or lack therefore towards others is also a part of an organization’s values.
Name 4 positive effects on organizational culture
1) Commitment
2) Standardization
3) Internal security
4) External force
Describe Commitment as a positive effect in organizational culture
a clear and powerful culture helps to create commitment among the
employees in an organization. They are part of something and are proud to be part of it.
Employees exude this commitment both internally and externally.
Describe Standardization as a positive effect in organizational culture
shared norms and values help to create a situation of improved, more
efficient collaboration. Employee behavior becomes predictable, in a sense. From this
perspective, culture has the role of an ‘invisible’ coordinating mechanism.
Describe Internal security as a positive effect in organizational culture
since behavior, notions, norms, and values are shared and predictable, a
sense of security and calmness emerges in the organization. Employees know where they
stand with each other and know how to respond to particular issues.
Describe external force as a positive effect in organizational culture
the presence of a clear and powerful internal culture also has external
advantages. Employees who are proud to be part of an organization exude this pride to
their contacts outside the organization as well. The outside world is presented with an
image of what the organization represents and how it deals with particular issues
Name 4 Levels of culture (Not Layers from the onion)
1) national culture
2) Business/industry culture
3) Corporate culture
4) Individual behavior
What is McClelland’s iceberg theory?
Behavior is shaped and influenced. above the water, it is about what a
a person does, below the water, it is about what a person thinks and wants.
Behavior and knowledge
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convictions
norms and values
properties
motives
What are convictions? (McClelland’s iceberg theory)
Convictions can be described as people’s notions about situations, developments, other
people, and themselves. Convictions are the result of one’s education, for example through individuals (role models), religion, and experiences.
Examples of convictions are: ‘You should never trust other people’, ‘You should try everything once’, ‘Bring it on, I can take anything’. Convictions strongly influence one’s personality, behavior, and presentation.
What are norms and values? (McClelland’s iceberg theory)
Norms and values govern people’s responses to the question of what is ‘right’ and what is
‘wrong’. They have a strong influence on a person’s convictions and therefore on behavior. An example of a norm or value is that a person never asks for help, even when it would be desirable for them to do so
What are properties? (McClelland’s iceberg theory)
Properties are a person’s competencies and personal characteristics.
What are motives? (McClelland’s iceberg theory)
Motives are the driving force behind action or inaction. Driving forces (or drives) direct
human behavior.
What are the 5 characteristics of a strong culture?
1) Values enjoy broad support.
2) Culture expresses a consistent message regarding what is important.
3) Most employees can relate stories about company heroes and history.
4) Employees strongly identify with the culture
5) There is a strong relationship between shared values and behavior
Describe Harrison and Handy’s typology (Matrix)
Degree of cooperation. The extent to which collaboration between employees is possible and occurs.
Distribution of power. The extent to which decision-making authority is centralized.
Low power distribution High power distribution \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ Low degree of corporation Role culture Person culture High degree of corporation Power culture Task culture
What is a Role culture? (Harrison and Handy’s typology)
An organization based on rules and procedures offers stability and security.
Organizational functions, not the people in those functions, set the tone. Role culture is
demonstrated by the bureaucratic organization.
What is a Power culture? (Harrison and Handy’s typology)
An organization that revolves around the top-level figure, functioning, as it
were, as their extension. The top-level individual chooses a circle of loyal employees based on recognition. This cultural type uses few rules and procedures, with decisions made on an ad-hoc basis. This power structure is often found in smaller and younger organizations.
What is a Person culture? (Harrison and Handy’s typology)
Characterized by the emphasis it places on the individual, this organization operates in the service of its people. A manager in this type of organization is equal to any employee. Management is a necessary evil required to keep the organization afloat.
What is a Task culture? (Harrison and Handy’s typology)
Characterized by task orientation and professionalism, this organization comprises a network of loose/fixed task units. Each unit has a higher degree of autonomy and, at the same time, carries a specific responsibility as part of the whole. Achieving results is of paramount importance.
Describe Sanders and Neuijen’s typology (6 dimensions, scales)
process-oriented - result-oriented
people-oriented - work oriented
organizational bound - professional
open - closed
tight control - lose control
pragmatic - normative
Describe the 4 cultures (The typology according to professional culture)
Bureaucratic culture
Official culture
Professional culture
Commercial culture
What are the layers according to Schein’s three-layer model
This model is another onion model:
1) Artifacts and symbols (Outer layer)
2) espoused values
3) Assumptions (Inner layer)
What are Artifacts and Symbols? (Schein’s three-layer model)
The easiest cultural level to adapt and change, artefacts and symbols are the visible elements, like organizational structure and processes as well as clothing and logos. Other visible elements can include the use of language, modes of address, and building design and layout. Artefacts and symbols are visible not only to the employee but also to external parties. Artefacts and symbols influence organizational culture indirectly.
What are Espoused values? (Schein’s three-layer model)
Espoused values form the organization’s established strategies, objectives, and managerial theories, as well as norms, values, and codes of conduct. The espoused values are conveyed throughout the organization and are well-known to all.
What are Assumptions? (Schein’s three-layer model)
At the heart of the cultural onion are the assumptions: (basic) notions consisting of conscious and unconscious ideas, perceptions, thoughts, and feelings. These (basic) notions are shared by all organizational members and form the ‘heart’ of the culture. They are similar to codes (of conduct) applied by employees inside and outside of the organization.
What is the idea behind Kets de Vries and Miller’s typology? (leadership culture)
Their typology looks at the personality traits of the organization’s leading figures (usually top-level management). It is these leading figures whose exemplary behavior is the determining factor for culture across the entire organization.
what are the 5 sub-optimal performing managing cultures? (Kets de Vries and Miller’s typology)
1) depressive culture: lack of self-confidence
2) compulsive culture: a fixation on control
3) dramatic or theatrical culture: great attention to theatre (subjectivity)
4) paranoid culture: suspicion and mistrust
5) schizoid culture: reserved and little involved
Describe the typology based on flexibility and orientation (Quinn and Rohrbaugh’s typology)
Internal orientation External orientation
__________________________________
High flexibility | Person oriented Innovation oriented
Low flexibility | Control oriented Result oriented
What is a Control-oriented organizational culture? (Quinn and Rohrbaugh’s typology)
A control-oriented organizational culture combines a low degree of flexibility with an internal orientation. Rules and procedures are key in this organization. There is a strong focus on enabling processes to progress as well and as stable as possible.
What is a Results-oriented organizational culture? (Quinn and Rohrbaugh’s typology)
A results-oriented organizational culture combines a low degree of flexibility with a high degree of external orientation. As its name indicates, that this type of culture focuses on end results: achieving profit or targets is key
What is an Innovation-oriented organizational culture? (Quinn and Rohrbaugh’s typology)
An innovation-oriented organizational culture combines a high degree of flexibility with a strong external orientation and has a strong focus on the development of new products and/or services. Growth is key
What is a Person-oriented organizational culture? (Quinn and Rohrbaugh’s typology)
A person-oriented organizational culture combines a high degree of flexibility with an internal orientation. Personal development is key in this organization
What are 4 things that can change organizational culture?
1) The organization’s ‘figurehead’
In practice, appointing new top-level manager results in a breath of fresh air that inspires new organizational norms and values in the organization.
2) Ceremonies and rituals.
Establishing ceremonies and rituals formally emphasizes and visualizes the norms and values. Suitable times are during the recruitment process, periodically at festivities, or during special occasions like presentations or annual awards ceremonies
3) Stories and language
Anecdotes, use of language, and stories about (heroes of) the past reveal much about an organization’s culture. They show employees what types of behavior are (un)desirable, and how certain issues should (not) be approached
4) Socialization
Working with incumbent employees teaches new recruits the cultural expressions of the organization. It shows them how to address work issues effectively and efficiently within the ‘cultural rules’ of the organization.
What are Hofstede’s 6 cultural dimensions?
1) Power distance
2) individualism vs collectivism
3) masculinity vs femininity
4) uncertainty avoidance
5) long term vs short orientation
6) indulgence vs restraint
Name and explain the 9 topics in the GLOBE cultural model
1) Uncertainty Avoidance
2) Assertiveness
3) Future Orientation
4) Power Distance:
5) individualism/Collectivism
6) Humane Orientation
7) In-Group Collectivism
8) Gender Egalitarianism
9) Performance Orientation
