Culture

Question 1

Hofstede

Answer 1

National characteristics reflect on organizational culture

Question 2

Smircich (1983)

Answer 2

Organization ‘has’ a culture (asset that can be managed)
Vs.
Organization ‘is’ a culture (organically generates in time)

Question 3

Schein (1992)

Answer 3

1. Iceberg Model
   - Artefacts
   - Values
   - Basic Assumptions
2. Enacted vs. Espoused culture

Question 4

Peters and Waterman (1982)

Answer 4

Identified small group of excellent companies that have strong cultures

Question 5

Deal and Kennedy (1982)

Answer 5

Organizations with strong culture can gain 1-2 hours of productive work per employee every day

Question 6

Willmott (1993)

Answer 6

Orwellian ‘doublethink’

• expected to give complete loyalty
• they offer stability, security and freedom
• yet we are being ‘controlled’

Question 7

Casey (1999)

Answer 7

Team-family cultures promote bonding and sense of belonging

Question 8

Biggart (1989)

Answer 8

Mary Kay Cosmetics
- annual seminar and awards ceremony
- Mary was caring and nurturing:
• ‘god first, family second, career third’

Question 9

Fleming and Spicer (2007)

Answer 9

Sunray Call Centre
Culture programe to cope with boring and repetitive job:
- Intrinsically fulfilling
- 3 Fs: Focus, Fun, Fulfillment
- Young, relaxed dress code, authenticity

Question 10

Land & Taylor (2009)

Answer 10

Culture of fun and freedom is difficult for employees to adopt in practice
- “too nice to work day”, majority still go to work to give good impressions to management and co-workers, and meet work demands

Question 11

Kunda (1992)

Answer 11

Engineering culture

• strong culture: rituals, ‘we are one’
• Ambivalence: felt strong emotional attachment but were aware of ‘engineering’ of the culture
• submission & role embracement is a voluntary exchange
• role distancing: cognitive and emotional

Question 12

Kornberger (2010)

Answer 12

Brand culture

• brand as a new way of control and organizing
• role of brand communities: shape and recreated by consumers
• subvert intended brand identity, in turn affects culture
• thus, outsiders can affect culture

Question 13

Martin (1992)

Answer 13

• Integration
• differentiation
• fragmentation