Buss4 Flashcards
Why might sub-cultures occur?
Occupations, teams, functions, Geographical locations, globalisation.
How will mergers/takeovers effect culture?
Two cultures may operate differently and have different cultures, attitudes to risk taking may be different, resistance to change, one culture will win but followers of the other culture may be demotivated, annoyed etc
What are the 4 key concepts about culture?
Person (people believe themselves to be superior, people have similar training),
Role (people have clearly delegated authorities within a highly defined structure, power comes from persons position, bureaucracy)
Power (control radiated from the centre, concentrates power on a few rules and little bureaucracy)
Task (teams are formed to solve particular problems, no single power source, power comes from expertise, matrix)
Culture depends on…
Strength and clarity or organisations founder, amount of shared experiences between employees, success the organisations had, history/heritage of the business, there’s no ‘criteria’ for culture
What factors influence culture?
Leader, CEO, founder, staff, size of company, organisational structure, market/industry, competition, and type of product, management style.
What are the features of a successful culture?
Clear set of values, missions and goals, competitive edge, easy to see, encourages suitable risk taking and innovation, engaged employees, strong internal communication
What are the features of a negative culture?
Toxic- questionable morals and unethical behaviour, little alignment with business values, inconsistent behaviour, a need for a lot of bureaucracy
Evaluation opportunities
More established firms have a more complex culture, including sub-cultures, need to be well communicated, a flawed business model is unlikely to result in business success, leadership plays a large part in culture
Schien in leadership and culture
‘The only thing of real importance that leaders do is to create and manage culture’
Reasons for change in organisational culture…
Improve business performance due to inadequate returns on investments, declining sales, low quality or standards of customer service, responding to change, market changed, political/legal changes, change of ownership/leadership, economy, market
What are the signs of a dysfunctional culture?
Internal fighting, hard to retain talent, greater absenteeism, declining customer service, communication becomes closed/ restricted, revolves around rewards
Static culture and dynamic culture
Static- one that doesn’t change( Nokia and m&s)
Responds to change quickly (Apple)
Way to measure culture and the effect of change
External surveys, % of repeat customers, employee surveys, staff turnover, how employees feel, communication, training, their future their colleagues
Lewins force field analysis
Driving forces and restraining forces create equilibrium, driving forces need to be stronger to implement change
Reasons for culture clashes
Language barriers, organisational structure, leadership/management styles, religion/beliefs, behaviours, different artefacts, national/geographical boundaries
