National and Organizational Culture Flashcards
Power Distance
- The degree to which people accept power in institutions and organizations are distributed unequally
- Associated with respect for authority/deference, accepting hierarchy and inequality
Individualism vs. Collectivism
- The degree to which people tend to think of themselves as individuals rather than as members of the group
- Focuses on caring for oneself and one’s immediate family vs a larger ingroup, defines whether identity is defined as we or I
Femininity vs. Masculinity
Masculine countries focus more on achievement, material rewards, success, and competition.
Feminine countries focus more on cooperation, empathy, modesty, caring for the weak and quality of life.
Uncertainty avoidance
- The degree to which people feel comfortable with uncertainty and ambiguity.
- Associated with efforts to control vs allow an uncertain future.
- High UA countries maintain more rigid codes of conduct and are less tolerant of deviance
Long vs short term
- How people are oriented toward change
- Short-term-oriented countries focus more on thrift and education to prepare for the future
- Long-term oriented countries are less open to change and more concerned with maintaining tradition
Indulgence vs restraint
- Indulgence stands for a society that allows relatively free gratification of basic and natural human drives related to enjoying life and having fun
- Restraint stands for a society that suppresses gratification of needs and regulates it by means of strict social norms
Tightness vs. Looseness
- Based on: Strength of social norms: how clear and pervasive
- Strength of sanctions: Tolerance for deviance
Organizational Culture:
The system of shared values, beliefs, and assumptions is considered to be the appropriate way to think and act within an organization.
Answers to: “How do we do things around here.”
“What makes our organization different from others.”
“The essence of who we are.”
it is:
* Shared and taught to newcomers.
* Helps members solve problems.
* Influences behaviour.
* Strongly influenced by company founders
“Good” Organizational Culture
Strong cultures- consist of high levels of agreement among employees about what is valued and high levels of intensity about these values.
Aligned cultures – fit organizational goals, strategies, and industries.
Subcultures: mini-cultures within an organization that reflect common problems, situations, or experiences faced by groups of members in the same department or location
Where do you find Culture?
Mission and value statements, rituals, rules, and policies, physical layout, stories, and language
How Culture Develop ASAS model
Founders set the initial culture, then:
- Attraction: People are attracted to organizations where they fit in
- Selection: Organizations hire people who fit their existing culture
- Attrition: Organizations retain and promote people who fit in
Socialization: The process that helps new employees adapt to the organizations culture
Rights of separation (from existing social identity)
- Physical re-location(e.g., boot camp)
- De-individualization (e.g., removal of names/features)
- Humility-Inducing experiences (e.g., overwork, demonstrations of incompetence, “scutwork”)
Rites of Transition:
- Mentorship
- Rituals
- Training
- Experiences of communality
Rites of Re-incorporation:
- Ceremony (e.g., graduation)
- Demonstrations of mastery
- Presentation of membership symbols and artifacts (e.g., names, ranks, pins, office)
Functions of culture
-Has a boundary-defining role- it creates a distinction between one organization and others.
-Conveys a sense of identity to organization members.
-Helps create a commitment to something larger than an individual’s self-interest.
-Enhances stability: it provides appropriate standards for what employees should say and do.
-Serves as a control mechanism that guides and shapes the attitudes and behaviour of employees, and helps them make sense of the organization.
