3.10 strategic change Flashcards
what did charles handys model of culture outline
4 distinct organisational culture types
power culture
role culture
task culture (lattice)
person culture (cluster)
power culture
a few people or one person drives the organisation and decisions
the culture is determined by a few individuals
common in small businesses
role culture
people associate with a team or function
very clear structure and cultures may differ across these functions
may develop out of a power culture as a business grows
task culture
lattice
employees associate with a task or project
new groups are former regularly and cultural norms will frequently change as new groups are former
person culture
cluster
employees have a great deal of independence and may not be strongly affiliated with a specific group
gerry holstered model of culture
categorised cultures based in a number of factors
suggested these categories can be seen on a national level with different countries/societies exhibiting characteristics somewhere in each of these scales
what were the scales involved in hofstedes model
small power distance/ big power distance
individualism/collectivism
masculinity/femininity
weak uncertainty avoidance/strong uncertainty avoidance
long term orientation/short term orientation
indulgence/restraint
small power distance/big power distance
the relationship between like managers and subordinates; low power distance may accept each other as friends
individualism/collectivism
the degree that employees see themselves as a team or an individual
masculinity/femininity
the extent to which employees demonstrators agressive or competitive tendencies
weak uncertainty avoidance/strong uncertainty avoidance
uncertainty avoidance is the extent to which the business will take risks
long term orientation/short term orientation
the focus on short term gains or long term investment
indulgence/restraint
the extent to which society indulges gratification of human needs in comparison to regulation of these needs through strict social norms
