Lecture 2 Flashcards
(17 cards)
What is organisational culture
Describes the
PRACTICES
ATTITUDES
BEHAVIOURS
VALUES AND BELIEFS
that are shared between organisation members
Why does culture matter?
Shapes our experience of the world
VALUES and BELIEFS
EXPECTATIONS and NORMS
(how we think, talk and behave)
Offers norms to solve problems
Right culture produces higher levels of:
PRODUCTIVITY
EFFICIENCY
QUALITY
MORAL
Strong culture have what qualities?
CLEAR SHARED VALUES (UNAMBIGUOUS)
HARMONY
FUNCITONAL AND PRODUCTIVE
Describe rational management
Based on FACTS and FIGURES
Manage through BUDGET, STRATEGY and TARGETS
Control imposed via RULES, PROCEDURES and ACCOUNTABILITY SYSTEMS
Formal communication through newsletters
CONTROL, MONITORING and EVALUATION
Describe cultural management
Based on EMOTIONAL APPEAL through SHARED VALUES
Managed through SHARED VALUES and PURPOSE
Workers control themselves through SHARED BELIEFS and VALUES
Informal communication through symbols and stories
Reliance on informal opinion leaders, TRADITIONS, ACCEPTED PRACTICES and sense of MISSION.
TRUST, COMMITMENT and AUTONOMY
What are the benefits of cultural management
Increased sense of belonging
Increased commitment
Shared values
Shared belief in the purpose of the organisation
What relationships to Deal and Kennedy consider in their cultural typology framework
Relationship between risk and feedback.
High Risk: Tough guy, bet the company
Low Risk: Work hard play hard, process culture
Rapid feedback: work hard play hard, tough guy
Slow feedback: Process culture, bet the company
Describe Handy’s cultural typologies
Power culture - power concentrated in centre
Role culture - bureaucratic hierarchy
Task culture - temporary project teams to complete task
Personal culture - power is shared, exist for members, no collective goal
Describe Scheins cultural iceberg
Culture is:
LEARNED BASIC ASSUMPTIONS
shared by organisational members. Leader can create and change culture.
Like an iceberg top things are easiest to change and have the smallest impact. The deeper you go the harder it is to change the ingrained culture.
ARTEFACTS - what one sees and hears
ESPOUSED BELIEFS - beliefs spoken by leader
BASIC UNDERLYING ASSUMPTIONS - very difficult to change as are unconscious.
Can managers control culture?
YES
Managers are POWERFUL social actors
SHAPE symbolic behaviour and practices of organisation
Management set the AGENDA
Managers have organisational POWER
NO
Culture is too COMPLEX to be managed
Cannot change peoples WORLD VIEW
People are COMPLEX social actors
Many competing factors and subgroups
Deeply routed in the UNCONSCIOUS
Name the different approaches to personality
Nomothetic approach
Ideographic approach
Social-radical approach
Describe the nomothetic approach to personality
Personality is measurable
Traits arranged into framework
TYPE theories
TRAIT theories
Personality testing in organisations
Describe the various personality type theories
Hippocrates
Carl Jung - INTROVERT/EXTRAVERT
Myers Briggs Type Indicator - (sensing/intuition, thinking/feeling, judging/perceiving)
Keirsey’s temperament sorter (which occupation)
Describe the various personality trait theories
Eysenck (Emotional stability vs. Intro-/extra-vert)
Cattell - (16 core factors)
OCEAN scale
Openness to experience
Conscientiousness
Extra-/Intra- version
Agreeableness
Neuroticism (emotional stability)
Describe the ideographic approach to personality
Personalities are complex and dynamic
Personalities are constantly developing through interactions
Influences on self
Interviews - halo/horn, similarity, stereotypes
Informal measures
What are problems with the ideographic approach to personality
Freud developed from clinical settings
Time needed
Interpretations open to bias
What is the social radical approach
Personality is influenced and shaped by the organisation
Foucault’s critique - People identify with their labels
Radical critique - rationalised work stifles personality
Work focussed on promoting individual potential and creativity is better
