Organisational culture
- Created by: Bschaper20
- Created on: 06-12-18 09:46
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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
- based on rules
- 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.
- Power Culture
- 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
- the extent to which inequality is tolerated and whether there is a strong sense of position and status
- 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
- Individualism v Collectivism
- Handy
- Influences on Organisational culture
- The reasons for and problems of changing organisational culture
- The importance of organisational culture
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