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SHR007-2
Leadership and Management
Organisational Culture
Pauline Loewenberger
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Scheins Teamworking Model
Individual
Skills
Task
Skills
Team
Skills
Organizational Structure Organizational Culture
Power in Organizations
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Organizational Culture
What is organisational culture?
The way we do things around here
Why is it important?
How can we measure it?
What culture do we want?
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:
1. What is Culture?
Culture is the collective values,
assumptions, beliefs and paradigms
that create the expected and
accepted behaviors of the
organization.
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What is Culture? Why is it Important?
Culture is elusive
based on hidden assumptions
people are often the last to know
Culture is learned
members learn to cope with threat
where things which seem to work
Culture may well be out of date
activities may now be irrelevant
Culture can be a brake on change
strong cultures demand enormous energy and time tochange
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1. Culture is learned and acquired. Not all things shared generally by a
population are cultural-for it to be considered cultural it must be first
learned as well as shared.
2. Culture is shared and transmitted. Culture is passed on to succeeding
generations primarily through Language/ Communication.
3. Culture is social. Product develops by many people interacting in a
group. No man is an island; he is always a part of a group.
4. Culture is ideational. Culture uses ideas and symbols to give meanings
to his environment and experiences. Every individual sees and
approaches his world according to standpoint of his culture.
5. Culture gratifies human needs.
6. Culture is adaptive.
7. Culture is cumulative. People are able to retain certain features of their
culture that are significant.
CHARACTERISTICS OF CULTURE
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Why is Culture Important? 2
Culture can be used to control
individuals
This is much cheaper than anorganisation structure
Therefore, change the culture and we
can dispense with middle
management
Hmm. Good if you can get it
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Analysing Cultures
If this organisation was an animal,
what would it be?
Motor vehicle? Meal? Musical instrument?
What do you have to do to get fired
around here?
What do you have to do to get
promoted around here?
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Organizational Culture Structure:
Edgar H. Scheins (1985) Model
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Power Culture
Entrepreneurial
Control through key individuals Little bureaucracy
Able to move and react quickly
Charles Handys Zeus
The chief god
Showers of gold and thunderbolts!
Handys types of culture
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Role Culture
Based on procedures and pre-defined
roles
Stereotype bureaucracy
Slow to react and change
Operates in stable environments
Charles Handys Appollo
The god of logic and reason
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Task Culture
Job or project orientated
Match people with tasks
Get the job done mentality
Individuals exercise control over their jobs
Judgment/reward by results
Adaptable culture
Charles Handys Athena
The warrior goddess. Odysseus was her favourite
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People Culture
Quality of work is paramount
Individuals are craftsmen They can achieve their purposes
Think of a group medical practice,
or of architects CharlesHandys Dionysus
God of the individual, of the free spirit
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Fons Trompenaars (1994)
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International Cultures
The work of Hofstede
Two dimensions:
Uncertainty avoidance
Power distance
These dimensions lead to anInternational Map
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Five major
dimensions of country cultures
Hofstede (1980, 2001)
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International Cultures
power distance index
small power distance,
weak uncertainty avoidance
(village market)
large power distance,
weak uncertainty avoidance
(family)
large power distance,
strong uncertainty avoidance
(pyramid of people)
small power distance,
strong uncertainty avoidance
(well-oiled machine)
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Two more dimensions of Hofstedes
work
Individualism Focus on themselves and family rather than
society in general
Masculinity
Achievement vs caring