Guided Missile Culture Case Study

770 Words 4 Pages
“Culture is acquired knowledge that people use to interpret experience and generate social behavior. This knowledge forms values, creates attitudes, and influences behavior” (Doh, Hodgetts, & Luthans, 2006, pp. 93-94). Elevated to the organisational level, culture is defined as “shared values and beliefs that enable members to understand their roles and the norms of the organization” (p.154).

Enterprise Dunedin, as stated above, is a newly formed department where three former separated teams were still in the process of transformation and convergence into one team. Therefore, a clear structure and culture was not always easy to detect.
Key characteristics listed by Doh, Hodgetts, and Luthans (2006), including “common language, terminology,
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Employees are used to work in a cross-disciplinary team environment, for a limited time, until a project has finished. Due to the fast changing environment, personal interaction is mainly focussed on abilities and qualifications of staff that contribute to the achievement of a specific goal, than on well-developed interpersonal relationships. “Everything in the Guided Missile culture is subordinated to an all-encompassing goal“ (Trompenaars & Woolliams, 2003, p. 365), and employees are valued by what they do to achieve the overall goal, not on their …show more content…
This corresponds with the cultural classification of New Zealand by Hofstede (2015). He states, that in a business environment, “hierarchy is established for convenience, superiors are always accessible and managers rely on individual employees and teams for their expertise. Both managers and employees expect to be consulted and information is shared frequently” (para. 3). However, the downside of this organisational structure is also confirmed by Hofstede. New Zealand scores high (79 of 100) in individualism (compared with Germany with 67), which means, that New Zealanders tend to “look after themselves and their immediate families” (para. 5) more than after a group.
At Enterprise Dunedin, the overall goal is defined by the vision stated in the Economic Development Strategy (2012): “Dunedin is one of the world’s great small cities. We are renowned as a confident, competitive knowledge centre, a community where enterprise and creativity support a productive and sustainable city.” (p. 1). This overall goal was broken down to systematic goals that should be achieved by a certain point in

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