Chapter 9 - Orga Culture

Question 1

What is culture

Answer 1

“the way we do things around here”

by Handy

Question 2

Levels of culture

Answer 2

1. Artifacts and creations: dress code, patterns
2. Values: language, behaviour, etc
3. Basic assumptions: beliefs, treating peopel

Question 3

Cultural Iceberg

Answer 3

Formal aspects (visible): goals, tech, procedures, structure, etc
Behavioral aspects (hidden): attitudes, style, values, feelings, etc

Question 4

Importance of culture and its advantage

Answer 4

Importance:
unique identity
culture of a community forms character
shapes personality of the community

Good for:

• good communication
• framework of social identity
• reduce differences
• strengthen dominant values
• minimise differences
• regulate behaviour
• reflect philosophy and values of the group

Bad for:

• change
• overly focused
• potential driving inappropriate values (when chosen culture is bad)
• mergers (if the takeover candidate has a strong culture too)

Question 5

Influencing factors on culture (6)

Answer 5

size
technology
diversity
age
history
ownership

other:
degree of individual initiative
risk tolerance
clarity of direction
group integration
reward system
conflict tolerance
communication patterns
dress code
kind of people employed

Question 6

Web Framework (Johnson)

Answer 6

Paradigm
Control System
Organizational Structure
Power Structure
Symbols (logos, design)
Rituals and Routines
Stories and Myths

Question 7

McKinsey 7-s model

Answer 7

HARD FACTORS
Structure
Strategy
Systems

SOFT FACTORS
Skills
Staff
Style
Shared values

Question 8

Handy’s cultural types (identified by Harrison)

Answer 8

Power: key people drive culture
Role: job description counts
Task: getting the job done right on time
Person: org is driven to fund private ambitions of members (architects, mgmt consultants) or people culture (benefiting members of the club)

Question 9

Cultural types and levels of management

Answer 9

strategic -> direction setting, policy making -> POWER
tactical -> establishing means to the corp -> TASKS
operational -> routine activities -> ROLE

Question 10

Managing different national cultures and at work (Hofstede 1990)

Answer 10

NATIONAL
1 Power Distance: acceptance of inequality of power or narrow hierarchies
2 Uncertainty Avoidance: tolerance for ambiguity
3 Individualism vs Collectivism: loose vs tight social networks
4 Masculinity vs Femininity: achievement/herosim vs relationships/quality of life
5 Time orientation: Long or short term

WORK
Leadership
Motivation
Structure

Question 11

Multi-culti environment

Answer 11

show respect
work with a cultural insider
leave your own culture at home
adapt language, religious views, attitudes, etc

Question 12

Culture and Conflict

Answer 12

culture differences can escalate tensions
roles vary across cultures
act respectfully
communicate well
confine conflict