Organisational culture

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  • Managing Organisational Culture 3.10.2
    • The importance of organisational culture
      • Handy
        • Power Culture
          • power is held by just a few individuals whose influence spreads throughout the organisation.
          • few rules and regulations
          • Employees are generally judged by what they achieve rather than how they do things or how they act
          • quick decision-making
        • Task culture
          • when teams in an organisation are formed to address specific problems or progress projects
          • Whether the task culture proves effective will largely be determined by the team dynamic
        • Role culture
          • based on rules
            • very bureaucratic.
          • Role cultures are built on detailed organisational structures which are typically tall (not flat) with a long chain of command
          • highly controlled, with everyone in the organisation knowing what their roles and responsibilities are
        • Person culture
          • individuals very much see themselves as unique and superior to the organisation.
          • a collection of individuals who happen to be working for the same organisation.
      • Hoftede
        • Individualism v Collectivism
          • value the performance of individuals
          • For others, it is more important to value the performance of the team
        • Power Distance
          • the extent to which inequality is tolerated and whether there is a strong sense of position and status
            • high PD score would indicate a national culture that accepts and encourages bureaucracy and a high respect for authority and rank
        • Long-term orientation
        • Masculinity v Femininity
          • Hofstede linked what he called a “masculine” approach to a hard-edged, fact-based and aggressive style decision-making
          • By contrast, ”feminine” decision-making involved a much greater degree of consultation and intuitive analysis
        • Uncertainty Avoidance
          • the different attitudes to risk-taking between countries
          • Low levels of uncertainty avoidance indicate a willingness to accept more risk, work outside the rules and embrace change.
        • Indulgence v Restraint
          • Indulgence stands for a society that allows relatively free gratification of basic and natural human drives related to enjoying life and having fun
          • Restraint stands for a society that suppresses gratification of needs and regulates it by means of strict social norms
    • Influences on Organisational culture
    • The reasons for and  problems of changing organisational culture


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