Organizational Culture HRM Flashcards
fuck this shit fam
define
set of values, beliefs, expectations, and assumptions of a business, it influences and is influenced by OS, leadership type, rewards, training, recruitment, and communication.
2 types of OC and define
1 - Handys Gods of Management - diff types of cultures are necessary fro the success of different types of businesses. it illustrates how authority, structure, and motivation operate within an organization. This model helps explain how different management styles influence workplace dynamics and employee behavior.
2 - Fredric Laloux Reinventing organisations. - 5 types of OC links 2 color, leadership styles, and management phylosophy.
4 gods of management
1- power culture
2- role culture
3- task culture
4- person culture
define power culture
authority is centralized around a dominant figure or small group, often resembling a web with the leader at the center. Decisions are made quickly, and influence is based on personal connections and loyalty rather than formal rules or procedures.
define role culture
authority and responsibilities are clearly defined by formal roles, rules, and procedures. It operates like a structured pyramid, valuing stability, consistency, and efficiency over flexibility or innovation.
define task culture
ocuses on teamwork, collaboration, and problem-solving to achieve specific goals or projects. Power is distributed based on expertise rather than hierarchy, and success is measured by results and performance.
define person culture
individuals are the central focus, and the organization exists primarily to serve their needs. Power is shared equally, with minimal hierarchy, and personal autonomy, growth, and self-expression are highly valued.
define red organizations
gang
highly concentrated power in one person or group
leaders maintain power thru fear
good for chaotic or crisis like enviros
These organizations are highly reactive, operate in unstable environments, and rely on strict hierarchies and command chains
define amber organizations
military
strict hirartechy w clear role and chains of command
good for stable and predictable envios
“structured hierarchies and a focus on stability, rules, and procedures. Power is centralized, and authority is granted based on position. These organizations emphasize discipline, control, and conformity, often adhering to traditional, rigid ways of working.”
define orange organisations
machines
result oriented
are performance-driven and emphasize innovation, competition, and achieving measurable results. These organizations focus on efficiency, productivity, and structured goal-setting, often adopting a meritocratic approach where power and rewards are based on individual performance and outcomes. They tend to be hierarchical but with a greater focus on rational management practices and achieving success in a competitive market.
define green organizations
fams
motiv emps thru shared purpose
work on creating value for steakholders - this is why we r doing this
leaders sense emo and high emp engagement values like collaboration, trust, and empowerment. These organizations emphasize a culture of inclusivity, fairness, and employee well-being, with a focus on teamwork and shared decision-making. Power is more decentralized compared to earlier stages, and there is a strong focus on aligning the organization’s values with social responsibility. Green organizations typically foster a more participative work environment and focus on creating a harmonious balance between employee needs and organizational goals.
define teal organizations
living organisms
decentralized power
emp - self managed and rusted to make decisions and have control over their job role/task
“self-management, wholeness, and a purpose-driven culture. Authority is decentralized, empowering individuals to make decisions. These organizations focus on collaboration, trust, and aligning with a greater societal purpose rather than just profit.”
5 types of OC reinventing organizations
red
green
teal
amber
orange
define cultural clashes
more than one culture competes for dominance and conflict results (internal and external changes and clashes)
3 main causes of cultural clashes
1 - growth (int and ext)
2 - change in leadership
3- multinational expansion (merge, MNCs etc)
internal growth»_space; cultural clash
expand output/sales/staff - w own resources
less likely to cause CC - int/own operations so no surprises
entering new markets - more likely to cause CC where OG OC X longer appropriate
external growth»_space; cultural clash
another business is involved
higher risk of CC
OC is unique 2 bus and ext growth - hard and complicated to integrate another businesses OC into urs
External growth, such as mergers or acquisitions, often brings together companies with different organizational cultures, leading to potential culture clashes. Differences in management styles, communication practices, and values can create tension, as employees may struggle to adapt to new ways of working. This can result in reduced productivity, employee dissatisfaction, and difficulty in integrating the businesses effectively.
how to mitigate ext growth’s culture clash
transparency
communication - effective channels also
assess situation critically and understand cultural diffs
train emps and recruit better ones
emps sense of purpose - rather than giving technical benefits - employees feel connected to greater vision and mission
change in leadership»_space;> culture clash
employees may resist adapting to new leadership approaches, such as a shift from autocratic to participative management. This change can disrupt established communication patterns, decision-making processes, and work dynamics, leading to confusion, frustration, or a lack of alignment within the organization.
hard to cope w changes in relationships, expectations, CoC and dm’ing
multinational expansion»_space;> culture clashes
risk of cc - lang diffs, culture diffs, working habits and hours diffs, RSs between emps, ethical norms, laws, rules, GOV, societal norms, values, expectations, religion, national holidays
organizations adapt to diverse cultural norms, values, and business practices in different countries. Differences in communication styles, work ethics, and management approaches can create friction between local and global teams, impacting collaboration and integration.
HOFSTEDES CULTURAL DIMENSIONS
