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14 Cards in this Set
- Front
- Back
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Corporate Culture |
The way we do things around here. |
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Factors of Culture |
Shared values; beliefs and norms; behaviours. |
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Signs of a Strong Culture |
Staff understand and respond to culture. Little need for policies and procedures. Consistent behaviour. Culture is embedded. |
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Signs of a Weak Culture |
Little alignment with business values. Inconsistent behaviour. Need for extensive bureaucracy and procedures. |
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Power Culture |
Control radiates from the centre. Concentrates power among a few. Few rules and little bureaucracy. Swift decisions possible. Often a strong culture but can quickly turn toxic. Collapse of RBS often attributed to this culture. |
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Role Culture |
People have clearly delegated responsibilities within a highly defined structure. Long chain of command. Hierarchical bureaucracy. Power derives from person's position. Little scope exists for expert power. Communication slow. Less likely to take risks. |
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Task Culture |
Teams formed to solve particular problems. Power derives from expertise as long as team requires it. No single power source. Matrix organisation. Team may develop own objectives. |
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Person Culture |
People believe they are superior to the business. Business made up of people with similar training, backgrounds and expertise. Common in professional firms such as accountants or lawyers. Power lies in each group of individuals. |
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Individualism v Collectivism |
Some societies value performance of individuals. Others think it's more important to value performance of a team. Implications for financial rewards such as individual bonuses vs profit sharing for larger groups. |
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Power Distance |
Extent to which inequality is tolerated and whether there is a strong sense of position and status. High score indicates culture that accepts and encourages bureaucracy with high respect for authority and rank. Low score indicates culture that encourages flatter structures and greater emphasis on personal responsibility and autonomy. |
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Long-Term Orientation |
Different emphases national cultures have on time horizons for business planning, objectives and performance. Some countries have greater emphasis on short-term with rewards biased towards a period of a few months or years. Other have longer perspective which encourages longer term thinking. Key implication is the impact on investments and risk taking. |
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Masculinity v Femininity |
Considers the differences in decision making style. Masculine considered hard-edged, fact based and aggressive. Feminine involves greater degree of consultation and analysis. |
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Uncertainty Avoidance |
Considers different attitudes towards risk taking. Level of anxiety people feel when in uncertain situations. Low levels indicate willingness to take more risk, work outside the rules and embrace change. More entrepreneurial. High levels suggest reliance on rules, data, clarity of roles and responsibilities. Less entrepreneurial. |
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Indulgence v Restraint |
Indulgence stands for societies which allow relatively free gratification of basic and natural human drives related to relaxing and having fun. Restraint stands for societies which suppress gratification of needs and regulates it by means of strict social norms. |
