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Transcript of Corporate Culture
‘The collection of traditions, values, policies, beliefs and attitudes that constitute a pervasive context for everything we do and think in an organisation.’
Or more simply:-
'The way we do things around here'
Can do culture
Power culture : Centralized control
Role culture: Bureaucratic control
Task Culture: Project and Team focus
Person Culture: Individual focus
Influence of a dominant leader
Company history and tradition
Technology ,products and services
Goals, values and beliefs
Management and leadership style
Rules and regulations
Every organization will have its own unique culture
How would you describe yours?
The Power Culture (the web)
•Central power source (the entrepreneur or family head)
•Few rules and procedures
•Tough and abrasive
•Much faith in the individual and little in committees
•Can be very successful but fail if the center goes or dies
The Role Culture (the Greek temple)
•Stereotyped by the word bureaucracy
•Job description is more important than the individual
•Rules and procedures dominate
•Offer security and predictability to the individual e.g. civil service, large organisations
•Can be successful in a stable environment
Task Culture (the net)
•Job or project orientated
•Emphasis is on getting the job/project done
•Utilises the power of the group
•Thrives in an atmosphere of creativity e.g. Event companies, advertising agency and marketing departments
•Task cultures are often the preferred choice for managers
The Person culture (a cluster)
•Individual is the central point
•Structure is only there to serve the individual.
•Little or no management hierarchy
•Very difficult to control
•Individuals not easy to manage
•A cluster or galaxy of stars is the best word for it
•Examples are, barristers chambers, architects partnerships, small consultancy firms
Mclean and Marshall 1993, Cited in Mullins p891, seventh edition
Tidball (1988) proposes three essentials of an effective culture:
•a clear philosophy espoused by top management
•turning the philosophy into a living reality
•staying in touch with employees' perceptions
Culture is the source of organizational meaning
Contradictions within H,T and L. The ideal versus the actuality
Nickson Ch 3.
The Cultural Web of an Organisation
Johnson, Scholes and Whittingdon (2005)
Project and team orientation
Potential benefits of culture
helps to manage behaviour
promotion of innovation:
can do culture
High perfomance culture
Strategy implementation: e.g.
Drennan D. 1992 quoted in Brown A. Organizational Culture 1998
Sources of organizational culture
Types of organizational culture