Culture and Design Flashcards

1
Q

What is organisational culture?

A
  • Personality of the organisation
  • Shared values, beliefs and norms which influence the way employees think and act towards others
  • Shared basic assumptions that a group has learned
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2
Q

How is culture not widely understood?

A
  • 12% of organisations truly understand their culture

- 19% of organisations believe they have the right culture

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3
Q

What does organisational culture matter?

A
  • Asset/Liability
  • An effective control mechanism
  • Need it to enjoy competitive advantage
  • Related to increased performance
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4
Q

What are artefact behaviours according to Schein’s three levels of culture?

A

Visible but not always obvious, organisational structures and processes - tangible aspects of culture (surface manifestations)

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5
Q

What are values according to Schein’s three levels of culture?

A

Strategies, goals, philosophies, shared principles and goals (espoused justifications)

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6
Q

What are basic assumptions according to Schein’s three levels of culture?

A

Invisible, not usually stated, unconscious taken for granted beliefs, they lie below awareness (ultimate source of values and action)

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7
Q

How is culture like layers of an onion according to Schein’s three levels of culture?

A

Basic assumptions at the core e.g excellence, values surrounding assumptions e.g integrity, teamwork, diversity and artefacts and behaviours on the surface e.g ceremonies, slogans

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8
Q

What values characterise an organisation’s culture?

A
  • Innovative
  • Aggressive
  • Outcome orientated
  • Stable
  • People orientated
  • Team orientated
  • Detail orientated
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9
Q

What are the dimensions of culture?

A
  • Outcome oriented cultures
  • Stable cultures
  • People oriented cultures
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10
Q

What are outcome oriented cultures?

A

A culture that emphasises achievement, results, and action as important values e.g Amazon, Dior, Netflix

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11
Q

What are stable cultures?

A

Companies that are stable are predictable, rule oriented and bureaucratic e.g Police, Universities, Government Bodies

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12
Q

What are people oriented cultures?

A

These organisations value fairness, supportiveness and respecting individual rights e.g Google, Apple, Microsoft, Twitter, Facebook

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13
Q

What are the two general types of cultures?

A

Defensive cultures (inactive and reactive) and constructive cultures (proactive)

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14
Q

What are the characteristics of defensive cultures?

A
  • How people see you is more important than actions
  • Focus on blame
  • Maintain status quo
  • Systematically undermines LT performance
  • Turf wars drive decisions
  • Win or lose beating associates rather than competitors
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15
Q

How do defensive cultures work in practice?

A
  • Approval - employees expected to gain approval or and be liked by others
  • Conventional - employees expected to conform, follow rules
  • Dependent - expected to do what they are told and clear decisions with supervisors
  • Avoidance - expected to shift responsibilities to others and avoid being blamed for mistakes
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16
Q

What are the characteristics of constructive cultures?

A
  • Fosters innovation
  • Reinforces personal responsibility and accountability
  • Values performance
  • Expected to provide initiative
  • Low distortion in communication
  • Encouraged to take moderate risks
  • Standard of excellence
  • Open decision making
  • Non political atmosphere
17
Q

What are constructive cultures like in practice?

A
  • Achievement - employees are expected to set realistic goals and solve problems effectively
  • Self actualisation - expected to gain enjoyment from work
  • Humanistic encouraging - expected to be supportive, constructive and open to influence in dealing with others
  • Affiliative - expected to be friendly and sensitive to the satisfaction of the team
18
Q

How does an organisational culture form?

A
  1. Philosophy of organisation’s founders
  2. Selection criteria
  3. Top management + Socialisation
  4. Culture
19
Q

How can a culture be kept alive?

A
  • Selection
  • Top management
  • Socialisation
20
Q

What are the functions of a culture?

A
  • Glue of the organisation
  • Boundary defining
  • Conveys a sense of identity for an organisations members
  • Facilitates commitment to something larger than one individual’s self interest
  • Enhances social system stability
  • Serves as sense making and a control mechanism
21
Q

How can culture be a liability?

A

It can be a barrier to…

  • Change
  • Diversity
  • Mergers and acquisitions
22
Q

What are the conditions for culture change?

A
  • A dramatic crisis
  • Turnover in leadership
  • Young and small organisations
  • Weak culture
23
Q

What did Rofcanin et al (2017) find about culture?

A

That a family supportive culture in the financial credit industry in Mexico led to work engagement and better performance

24
Q

What are the competing perspectives on culture?

A

Managerial vs Social Science

25
Q

What does a managerial perspective believe about culture?

A
  • Has - something an organisation has e.g tool
  • Integrated - general mission statement sustains high member commitments, provide guidelines for behaviour
  • Managed
  • Symbolic of leadership
26
Q

What does the social science perspective believe about culture?

A
  • Is - something the organisation is, change occurs through natural evolution
  • They can be inconsistent, in effectiveness dependent on industry
  • Tolerated - deeply held views and values cannot be modified in the short term
  • External control replaced with internal control - builds commitment goals
27
Q

What are the forms of control in the workplace?

A
  • Bureaucratic control (Taylor) - manipulates rewards
  • Humanistic control (Mayo) - satisfying or motivating work
  • Cultural control (Schein) Manipulation of culture
28
Q

What is the dark side of culture?

A

Personality absorbed into organisational mission can lead to neglect of self/others.. Members may be forced to sacrifice their lives. E.g coercive persuasion (communist party of china) and doomsday cults