3.10.2 Flashcards
forming a business culture
physical environment
rituals - significant events or ways of doing things
key personalities - leaders and employees who influence others
rewards - what the business recognises as success and the way it rewards this
stories - things that have happened, good or bad, in the past
what did Hofstede suggest
that these categories can be seen on a national level with different countries/societies exhibiting characteristics somewhere on each of these scales
power distance index - small or big
the relationship between line managers and subordinates; low power distance may accept each other as friends
individualism v collectivism
the degree that employees see themselves asa team or or an individual
masculinity v femininity
the extent to which employees demonstrate aggressive or competitive tendencies
uncertainty avoidance index - weak or strong
extent to which the business will take risks
long term orientation v short term orientation
the focus on short-term gains or long-term investment
indulgence v restraint
the extent to which society indulges gratification of human needs in comparison to regulation of these needs through strict social norms
reasons for changing organisational culture
A new leader - who may want to impose their own way of doing things.
Poor performance - a negative culture may have contributed to this.
Corporate objectives - a change in direction and strategy may require a different approach.
Customer needs - expectations of customers or society in general may call for change.
problems changing organisational culture
Changing culture is a long process. It may require significant education and training of the workforce.
Large organisations may have more than one culture across different functions or regions.
Culture is deep set - it extends from people’s attitudes and beliefs. These are not easy to change.
