Topic 10.2 - Managing organisational culture Flashcards
1
Q
The importance of organisational culture
A
- employee culture
- productivity
- labour turnover
2
Q
Power culture
A
- control from centre
- concentrate power among few
- few rules and little bureaucracy
- swift decisions are possible
3
Q
Role culture
A
- clearly delegated authority within a highly defined structure
- hierarchical bureaucracy
- power derives from a persons position
- little scope for power
4
Q
Task culture
A
- teams to solve problems
- power from expertise
- no single power source
- matrix
- team may develop own objectives
5
Q
Person culture
A
- people believe they are superior to the business
- full of people of similar training, background and expertise
- common in firms of professionals
- power lies in each group
6
Q
Hofstede national culture
A
Individualism v collectivism Power distance Masculinity v femininity Uncertainty avoidance Long term orientation Indulgence v restraint
7
Q
Individualism v collectivism
A
- value performance of team or individual
- implications on financial rewards
8
Q
Power distance
A
- extent to which inequality is tolerated
- higher - high respect for authority and rank k
- lower - flatter, personal responsibility and autonomy
9
Q
Masculinity v femininity
A
- decision making style
- masculine - hard edged, fast based and aggressive
- feminine - much greater degreee of consultation and intuition
10
Q
Uncertainty avoidance
A
- different attitudes to risk taking
- level of anxiety felt towards risk taking
- low - averted to risk
- high - support for rules , data , roles and responsibility
11
Q
Long term orientation
A
- planning, objectives and performance
- investment decisions and risk taking
12
Q
Indulgence v restraint
A
- allows free gratification
13
Q
Influences on organisational culture
A
- founder - leadership style
- size
- rewards
- industry / market
- org structure
- work environment
- type of ownership
- recruitment policies
14
Q
The reasons for changing organisational culture
A
- declining customer service
- internal fighting
- high staff turnover and abseentism
- bureacratic
- innovation not valued
- leadership has double standards
- communication closed off or restricted
- business performance
- changing in external environment
- new leadership strategy
- change management
15
Q
The problems of changing organisational culture
A
- culture is deeply engrained
- resistance from employees
