Culture Flashcards

1
Q

Artefacts, Values and Assumption

A

Schein

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2
Q

S / S Matrix

A

Goffee & Jones:

Solidarity: The shared desire to achieve something in a professional capacity
Sociability: Could encourage cliques to develop and undermine authority

LowSociability / LowSolidarity: Fragmented
LowSociability / HighSolidarity: Mercenary
HighSociability / LowSolidarity: Networked
HighSociability / High Solidarity: Communal

  • Culture CAN be changed but it is the hardest thing a manager will do
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3
Q

Cultural Web

A

Johnson

Factors resulting in ‘the paradigm’

Symbols
Power structures
Organisational Structures
Control Systems
Rituals and Routines
Stories & Myth
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4
Q

An organisation IS and culture, doesn’t HAVE a culture

A

Meek (1998)

  • The concept of culture is borrowed from anthropology and sociology, and is too readily applied to an organisational setting.
  • One will define culture as in convenient.
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5
Q

Culture is a tool & BA example

A

Ackroyd & Crowdy (1990)

  • Management of corporate culture is key to organisational success
  • BA adjusted their business model from being proficient in flying routes to being proficient in customer service, and this required a companywide culture change
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6
Q

culture of quality

A

Srinivasan & Kurev:

  • Culture is essential in producing a high quality product.
  • 4 ways of creating a culture of quality:
    1) Peer involvement
    2) Employee ownership
    3) Leadership emphasis
    4) Message credibility
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7
Q

Culture definition & Culture is manifested through individuals

A

Hofstede:

“Values and beliefs which provide people with a programmed way of seeing”

  • Culture is manifested via an organisations individuals, a company will base it’s HR policy on their culture, and individuals will absorb and learn an org culture.
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8
Q

subcultures

A

Van Maanen:

  • Subcultures derive from our tendency to like people who are like us, and dislike people we see as different.
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9
Q

Anagram

A

JVG SMASH

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