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11 Cards in this Set
- Front
- Back
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Levels of Culture |
Artefacts & creations - The things that can be seen, heard and observed. View if the organisation that the public can experience. Values - This can be identified from the stories and opinions of those within the organisation. Basic assumptions - Beliefs so deeply embedded in a culture that members are no longer consciously aware of them. |
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The Cultural Iceberg |
Above the line - Goals - Technology - Procedures - Structure - Skills Below the line - Attitudes - Style - Communication Pattern - Values - Feelings - Belief |
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Importance of Culture |
- It gives an individual a unique identity. - The culture of a community gives its people a character of their own. - Culture shapes the personality of a community. |
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Advantages of a strong culture |
- Facilitates good communication and coordination within the organisation. - Provides a framework of social identity and a sense of belonging. - Reduce differences amongst the members of the organisation. - Strengthens the dominant values and attitudes. - Regulate behaviour and norms among members of the organisations. - Minimise some of the perceptual differences among people within the organisation. - Reflect the philosophy and values of the organisations founder dominant group. - Affect the organisations strategy and ability to respond to change. |
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Disadvantage of a strong culture |
- Strong cultures are difficult to change. - Strong cultures may have a blinkered view which could affect the organisations ability or desire to learn new skills. - Strong cultures may stress inappropriate values. - Where two strong cultures come into contact conflicts can arise. - A strong culture may not be attuned to the environment. |
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Influences on culture |
5 influences - Size - Technology - Diversity - Age - History - Ownership Other Influences - The degree of individual initiative. - The degree of risk tolerance - Clarity of direction. - The degree of integration between groups. - The reward system. - Conflict tolerance. - Communication patterns. - Formalisation of clothing and office layout. - The kind of people employed. |
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The cultural framework G.Johnson |
The Paradigm - What the organisation is about, what it does, its mission its values. Control Systems - The processes in place to monitor what is going on. Include internal control measures, performance measures, reward structures. Organisational Structures - Reporting lines, hierarchies, and the way work flows through the business. Power Structures - Who makes the decisions, how widely spread is the power, and on what is power based. Symbols - These include organisational logos and designs, and the formal or informal dress code. Rituals and Routines - The daily behaviour and actions of people that single acceptable behaviour. Stories and Myths - The past events that people talked about inside and outside company. |
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McKinsey 7-S Model |
Hard Elements - Strategy, Structure and Systems. Soft Elements - Shared Values, Skills, Style and Staff |
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Models for categorising culture Handy |
Power - Based on one or a few powerful central individuals, who keep control of all activities. Role Culture - This tends to be impersonal and rely on formalised rules and procedures to guide decision making. This is suitable for stable and predictable environments. Task Culture - Typified by teamwork, flexibility and commitment to achieving objectives. Power and influence tends to be based on specialist knowledge and expert power. This type will react quickly to change. Person Culture - Type one in a collection of individuals working under the same umbrella. Organisation relies on their technical expertise. Type two will benefit the members rather than the external stakeholder. |
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Managing in different cultures Hofstede (1990) |
Power Distance - This dimension covered how much society accepts the unequal distributions of power, for instance the extent to which supervisors see themselves being above subordinates. Uncertainty Avoidance - Is the degree to which members of society feel uncomfortable with risk, uncertainty and ambiguity, and feel threatened by unusual situations. Individualism and Collectivism - Is the extent which people are supposed to take care of themselves and to be emotionally independent from others and reflects the values for closely knit society. Masculinity/Feminity - Refers to the degree to which masculine values predominate. For example a focus on power, achievement, assertiveness and material status. Time Orientation - Is also known as confusion v dynamism. How much society values long standing rather than short term values and traditions. |
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Managing in a multicultural environment |
- Always show respect and listen, do not be in a hurry. - Try to gain and appreciate the difference between masculine and feminine. - Do not feel your way in the best way. - Emphasise points of agreement. - Discern the perceived definitions of words. - Do not embarrass anyone in front of others. - Know or take someone who knows the culture. - Understand leadership may mean different things in different countries. - Do not lose your temper. - Avoid clique building. - Leave your own domestics management at home. - Eliminate stereotypes. - Learn to tolerate a Hugh degree if unpredictably. |
