Corporate Culture

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• Corporate Culture
• (The attitudes and approaches and beliefs shared
  by people and groups in an organisation)

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Types of Corporate Culture

• Adaptive cultures
• Mercenary organisations
• Fragmented organisations
• Communal organisations
• Networked organisations
• Inert cultures

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Bureaucratic Organisation

• Bureaucracy the way that the administrative
  execution and enforcement of legal rules are
  socially organized.
• e.g.
• Governments, armed forces, corporations,
  hospitals, courts, ministries, schools

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Innovative Organisation

• Place where people are able to participate in
• problem solving and where creativity is part
• of the culture.
• Building such an organisation depends on
• - auditing the present position
• - developing strengths
• - improving areas of weakness

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• How culture makes a business successful
• Improves a sense of employee identity
• Assists with teamwork
• Helps management set strategy policies
• Reinforces the organisations values
• Increases employee commitment
• Motivates employees

6
Groupthink A term coined by social psychologist
Irving Janis (1972), occurs when a group makes
faulty decisions because group pressures lead to
a deterioration of mental efficiency, reality
testing, and moral judgment.  
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• Groupthink members
• Ignore alternatives
• Tend to take irrational actions that dehumanize
  other
• groups. 
• A group is especially vulnerable to groupthink
  when its members are
• - similar in background
• - insulated from outside opinions
• - when there are no clear rules for decision
  making 

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Hofstede (types of culture)

• Power distance - The degree to which a society
  expects there to be differences in the levels of
  power.
• Uncertainty avoidance reflects the extent to
  which a society accepts uncertainty and risk.
• Individualism vs. collectivism refers to the
  extent to which people are expected to stand up
  for themselves, or alternatively act
  predominantly as a member of the group or
  organization.
• Masculinity vs. femininity - refers to the value
  placed on traditionally male or female values.
• Long vs. short term orientation - describes a
  society's "time horizon," or the importance
  attached to the future versus the past and
  present.

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Deal and Kennedy (types of culture)as the way
things get done due to risk and feedback
The Tough-Guy Macho Culture. Feedback is quick
and the rewards are high. The Work Hard/Play
Hard Culture Few risks being taken, all with
rapid feedback. The Bet your Company
Culture Big stakes decisions are taken, but it
may be years before the results are known. The
Process Culture There is little or no feedback.
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Charles Handy (types of culture)

• Power Culture
• Power among a few. Control radiates from the
  centre like a web.
• Role Culture
• People have clearly delegated authorities within
  a highly defined structure.
• Task Culture
• Teams are formed to solve particular problems.
  Power derives from expertise as long as a team
  requires expertise.
• Person Culture
• Exists where all individuals believe themselves
  superior to the organisation.

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Edgar Schein(types of culture)

• Organisational attributes that can be seen, felt
  and heard by the uninitiated observer.
• The professed culture of an organisation's
  members.
• The organisation's tacit assumptions. These are
  the elements of culture that are unseen and not
  cognitively identified in everyday interactions
  between organisational members.

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Influences on Organisational Culture

• The Paradigm What the organisation is about
  what it does its mission its values.
• Control Systems in place.
• Organisational Structures e.g. Reporting lines,
  hierarchies, and the way that work flows through
  the business.
• Power Structures Who makes the decisions, how
  widely spread is power, and on what is power
  based?
• Symbols e.g car parking tickets, logos etc
• Rituals and Routines Management meetings, board
  reports
• Stories and Myths build up about people and
  events, and convey a message about what is valued
  within the organisation.

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Developing a strong corporate culture

• Share values
• Share beliefs
• Share norms

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Organisational Culture (corporate culture)
beliefs
experiences
attitudes
values
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Weak Cultures

• Occur where there is heavy reliance on a central
  charismatic figure in the organisation
• Occur where there is an evangelical belief in the
  organisations values
• Occur where a friendly climate is at the base of
  their identity (avoidance of conflict)
• Bureaucratic organisations
• Miss opportunities for innovation, through
  reliance on established procedures.
• Innovative organisations
• Need individuals who are prepared to challenge
  the status quobe it groupthink or bureaucracy,
  and also need procedures to implement new ideas
  effectively.