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Strategic Management > 7. Managing Culture > Flashcards

7. Managing Culture Flashcards

1
Q

What is above water line (percepta-level) in the Iceberg Model?

A

Symbols and behavior

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2
Q

What are Determinants of Corporate Culture?

A
  • Conciseness (exact specification, everyone can align one’s actions to it)
  • Diffusion rate (major part of employees are convinced by the values and norms)
  • Depth of Implementation (cultural pattern became basis of daily actions)
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3
Q

What are Positive Effects of Corporate Culture?

A

􏰀 Stability, orientation for actions, little formal control necessary
􏰀 Easy communication
􏰀 Fast decision-making and implementation
􏰀 Motivation and team spirit

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4
Q

What are Negative Effects of Corporate Culture?

A

􏰀 Separation from other cultural groups

􏰀 Focus on traditional patterns, degradation of new orientations

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5
Q

What are the Types of Corporate Culture?

A 
Risk tolerance in decision making and Speed of feedback from the market
HIGH, LOW-Bet your company
HIGH, HIGH-Tough Guy Macho
LOW, LOW-Process
LOW, HIGH-Work Hard, Play Hard

slide 121 chart

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6
Q

What are three categories of Corporate Culture Changeability?

A

􏰀 Culturalists
Corporate culture is an organic environment, which may not be influenced
􏰀 Cultural engineers
Cultures may be systematically structured and systematically changed
􏰀 Course correctors
Accept the idea of a planned change in the sense of initiating change in a process; criticisms about the actual culture give impulses for cultural change

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7
Q

Cultural Coordination and Internationalization Strategy

A

Box slide 124

Benefits of globalization x need for localization

high benefits/high need example: pharma industry

low benefits/high need example: insurance company

low and high benefits/low need: makes sense to have unitary culture influenced by HQ/parent company

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8
Q

What are the subcultures of Corporate Culture?

A 
Home Country
Generational 
Hierarchical
Gender 
Department 
Industry 
Host Country
Professional
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9
Q

What is Host Country Subculture culture-free thesis?

A

„Culture-free thesis“

Managerial concept and corporate culture can be internationally standardized

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10
Q

Low Risk/ Low Speed Type of Corporate Culture

A

Type of Corporate Culture: Process

  • Process-oriented
  • Focus on technical perfection, avoidance of failure

ex. government agencies, insurance companies
bureaucratic style

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11
Q

Low Risk/ High Speed Type of Corporate Culture

A

Type of Corporate Culture: Work Hard, Play Hard

  • fun and action follow intense work
  • focus on good customer service in a dynamic environment

ex. retailers, manufacturers of commodities

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12
Q

High Risk / Low Speed Type of Corporate Culture

A

Type of Corporate Culture: Bet Your Company

  • Analytical project culture
  • Reducing risk through diligence and hierarchy

ex. plant engineering, can take a long time before costly mistake becomes obvious

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13
Q

High Risk / High Speed Type of Corporate Culture

A

Type of Corporate Culture: Tough Guy Macho

  • Make or break mentality
  • High risk, fast feedback, personality cult

Ex. Management consulting, stock broking, entertainment, clothes, consumer product
If there is a mistake, you realize it relatively quickly

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14
Q
  1. National Culture - Power Distance Tolerance

Culture dimensions by Hofstede

A

Acceptance of unequal distribution of power

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15
Q

Power Distance Tolerance - Implications for Structural Coordination

A

􏰀 Number of hierarchical levels
􏰀 Centralization of decisions
􏰀 Differentiation of roles and tasks

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16
Q
  1. National Culture - Uncertainty Avoidance

Culture dimensions by Hofstede

A

Threat by uncertain and unknown situations

17
Q

Uncertainty Avoidance - Implications for technological coordination

A

􏰀 Formalization

􏰀 Standardization

18
Q
  1. National Culture - Individualism vs. collectivism

Culture dimensions by Hofstede

A

Degree to which individuals view themselves as independent of groups

19
Q

Individualism vs. collectivism - Implications for personal coordination

A

􏰀 Relationships between employers and 3 employees as well as among employees
􏰀 Importance of communication

20
Q
  1. National Culture - Masculinity vs. Femininity

Culture dimensions by Hofstede

A

Importance of dominance and material orientation

21
Q

Masculinity vs. Femininity - Implications for personal coordination

A

􏰀 Career opportunities
􏰀 Participation
􏰀 Use of power vs. arguments to solve conflicts
􏰀 Competition among employees

22
Q
  1. National Culture - Long-term Orientation

Culture dimensions by Hofstede

A

Extent to which a society is “future-oriented”

23
Q

Long-term Orientation - Implications for personal coordination

A

􏰀 Status-oriented hierarchy
􏰀 Time to get feedback
􏰀 Incentives and goals

24
Q

The 5 Culture Dimensions (five) by Hofstede (as it pertains to National Culture)

A
  1. Power Distance Tolerance
  2. Uncertainty Avoidance
  3. Individualism vs. collectivism
  4. Masculinity vs femininity
  5. Long-term Orientation
25
Q

The 7 Cultural Dimensions by Trompenaars (as it pertains to National Culture)

A

Aggregation in 7 dimensions

  1. Universalism vs. particularism
  2. Individualism vs. collectivism
  3. Neutral vs. emotional
  4. Specific vs. diffuse
  5. Achievement vs. ascription
  6. Sequential vs. synchronic
  7. Internal vs. external control
26
Q
  1. Universalism vs. particularism

Cultural dimensions by Trompenaars

A

What is more important, rules or relationships?

27
Q
  1. Individualism vs. collectivism

Cultural dimensions by Trompenaars

A

Do we function in a group or as individuals?

28
Q
  1. Neutral vs. emotional

Cultural dimensions by Trompenaars

A

Do we display our emotions?

29
Q
  1. Specific vs. diffuse

Cultural dimensions by Trompenaars

A

How separate do we take our private and working lives?

30
Q
  1. Achievement vs. ascription

Cultural dimensions by Trompenaars

A

Do we have to prove ourselves to receive status or is it given to us?

31
Q
  1. Sequential vs. synchronic

Cultural dimensions by Trompenaars

A

Do we do things one in a time or several things at once?

32
Q
  1. Internal vs. external control

Cultural dimensions by Trompenaars

A

Do we control our environment or are we controlled by it?

33
Q

What is below water line (concepta-level) in the Iceberg Model?

A

Attitudes, values, norms, convictions, basic assumptions

34
Q

What is Host Country Subculture culture-bound thesis?

A

„Culture-bound thesis” Managerial concept and corporate culture should be adjusted to host country

Strategic Management (11 decks)

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