Chapter 4 Flashcards
(21 cards)
Culture
The specific collection of values and norms that are shared by people which control the way they interact with each other and with other stakeholders. “the way we do things around here”
Values
Beliefs relating to the goals an organisation should pursue, and the way in which organisational members should behave when pursuing these goals
Power culture
Power derives from one person at the top and radiates from the centre like a web. Personal relationships with this person are more important than any formal title or position
Role Culture
Authority is clearly delegated in a highly defined structure with a hierarchical bureaucracy
Task Culture
Teams are formed to solve particular problems with power deriving from expertise
Person culture
Individuals believe themselves to be superior to the organisation
Work hard play hard culture
Stress comes from quantity of work, rather than uncertainty. High-speed action leads to high-speed reaction
Tough guy macho culture
Stress comes from high risks with focus on the present rather than on the long-term
Process culture
Low stress, plodding work. Development of bureaucracies and other ways of maintaining the status quo
Bet the company culture
Stress comes from high risks and delay before knowing if actions have paid off.
Artefacts
Obvious, visual symbols of an organisation’s culture
Values
What is important in the organisation
Assumptions
The deepest level of cultural awareness that determines behaviour
Norms
Unwritten guidance on how people should behave in a given situation
Hard elements
Feasible and easy to identify. They can be found in strategy statements, corporate plans, organisational charts etc
Soft elements
Difficult to describe since capabilities, values and elements of corporate culture are continuously developing and changing. They are highly determined by people in the organisation
Market control
Resources are allocated to successful parts of the organisation. This works well when the structure of the organisation is relatively loose and where outputs can be measured
Personal Control
Control is maintained by the owner of the business and is therefore found in small organisations. As the organisation grows control will move towards bureaucratic or output control
Bureaucratic Control
Control is maintained through rules and processes. This can be linked to rewards and punishment of subordinates
Output control
Control is maintained by agreeing and measuring standards of output
Clan control
Control through culture of an organisation. It assumes that staff have the same aspirations as the management of the organisation. Individuals work within the accepted norms and values.
