Topic 6: Organisational Culture Flashcards
Organisational Culture
definition
layers in a culture
theories by hofstede and trompenaars
cultural fit
weak versus strong cultures
the effect on managers
case: zappos
structure definition
skeleton, formal
culture definition
atmosphere, the dna of the company
Organizational culture definition
constantly evolving
is created and maintained by people of the company
is hard to change
makes the difference between feeling at home and going to work reluctantly
is passed individually by your direct manager and by your colleagues
organisational culture IMPORTANT
the set of beliefs values within an organization that largely determines how employees act. often unwritten rules
organisational culture can be:
can be influenced + can be observed in the behaviour of employees
expressed in values symbols, rituals, stories, language
layers in an organisational culture
material artefacts and symbols
heroes and stories
rituals and traditions
norms and values
norms and values
what connects people
what do we consider important? who/what do we highlight
to be influenced by example behaviour
rituals and traditions
activities repeated in a fixed order
rituals old style versus new style
heroes
steve jobs
stories
stories of the heroes
stories are often a link between past and present, explain legitimise current approaches
material artifacts and symbols
size and design of buildings and offices
enclosed spaces or enclosed areas
use of certain exclusive, expensive/ electric cars
parking spaces reserved or not
cheap exclusive clothing
fringe benefits for executives
language
use of unique terms for machines, key people, customers, products or certain tasks
purpose of language
mastery of these terms forges a bond between members of a corporate culture
company logo
first contact - first impression
says a lot abou the identity/values of the organisation
recognisability
image - association
1 image says more than 100 words
company slogan
competitive advantage
mission = identity
core values
research indicates 6 dimensions that appear to capture the essence of a company culture
adaptability
attention to detail
outcome orientation
people orientation
team orientation
integrity
adaptability :
taking risks being innovative
attention to detail:
precision analysis and focus
outcome orientation
rather than focusing on the process used to achieve the results
people orientation
degree to which the effect of decisions on people within and outside the organisation is taken into account
team oriented
collaboration encouraged rather than individual work
integrity
importance of honesty and high ethical and moral standards
what happens when you get contrasting cultures
risk discouraged opposed to rewarded
creativity discouraged opposed to rewarded
close managerial supervision opposed to trust
work designed around teams opposed to individuals
power distance:
acceptance of power differences
uncertainty avoidance:
to avoid or not to avoid uncertainties
individualism vs collectivism:
me or us thinking
masculinity vs femininity
values in the organisation
short vs long term
perception of time
indulgence vs restraint
indulging or restraining
hofstede’s cultural dimensions theory
is that humans have a tendency to think feel and act based on their own experiences
hofstede studys goal
was to identify the parameters along which civilizations differ
high power distance
is that there needs to be a big distance between each manager level
low power distance means that the managers are more approachable and that you are able to disagree
high uncertainty avoidance means more strict rules and procedures
- less risks
low uncertainty avoidance
means more risks taken
collectivism is when
a manager is taking good care of the team
individualism is that
you are expected to shine as an individual
trompenaars 7 dimensions
rules private vs universal
focus individualism collectivism
emotion: neutral vs emotional
relationship: diffuse vs specific
success: performance vs ascription
time: sequential vs synchronous
fate: internal vs external control
strong culture
values widely shared
culture conveys consistent messages about whats important
most employees can tell stories about company history or heroes
employees strongly identify with culture
strong connection between shared values and behaviours
weak culture
values limited to a few people - usually top management
culture sends contradictory messages about whats important
employees have little knowledge of company history or heroes
employees have little identification with culture
little connection between shared values and behaviours
cultural fit
as a company, how do you ensure that you attract employees who fit (to fit - to match) with your company and your corporate culture and vice versa
