1. Chapter 14
ORGANIZATIONAL
CULTURE

2. Defining organizational culture
Kroeber and Kluchohn (1952) different meanings of culture
Table 14.1

3. Defining organizational culture
organizational culture - a set of shared, often implicit assumptions, beliefs, values, and sensemaking procedures that influences and guides the behaviour and thinking of organizational members, and is in turn continuously enacted and reinforced - or changed - by the behaviour of organizational members

4. Model of the linkages between culture, behaviour, cognition and artefacts
Figure 14.1

5. Acculturation
For cultures to persist, new generations of members or new entrants to the culture must start to share some of the assumptions, beliefs, values, and sensemaking procedures particular to that culture
Newcomers to a culture are often culturally inept, and typically need to go through a learning process before they become fully adept at behaving in culturally appropriate ways.
This process is also called acculturation or socialization - the process by which newcomers develop the ability to function effectively in a particular culture

6. STUDYING ORGANIZATIONAL CULTURE
Cray and Mallory (1998) offer three approaches that can be identified:
Naive comparative
Culture free
Culture bound

7. Schein’s three levels of culture
Figure 14.2

8. Schein cultural dimensions
Schein (1985) identified six dimensions reflecting the composition of culture:
Behavioural regularities
Dominant values
Norms
Rules
Philosophy
Climate

9. The cycle of culture
Figure 14.3

10. Cultural frameworks
Figure 14.4

11. Deal and Kennedy’s strong cultural elements
Table 14.4

12. Handy’s four types of culture
Figure 14.5: Power Culture
Figure 14.6: Role Culture
Figure 14.7: Task Culture
Plus- Person culture

13. The cultural web
Figure 14.8

14. Sub- and countercultures
Subcultures - The existence of different groups within a single organization:
Enhancing subcultures - support the prevailing culture,
Orthogonal cultures - do not interfere with the prevailing culture
Counter-cultures - actively and clearly oppose aspects of the prevailing culture

15. The determinants of culture
History and ownership
Size
Technology
Goals and objectives
Environment
People

16. Changing organizational cultures
Lundberg (1985) - six stage programme:
External conditions that may encourage a change to the existing culture
Internal circumstances and individuals that would support change
Pressures - forces pressing for change in the culture
Visioning - Identify key stakeholders and create in them a vision of the proposed changes, the needs and benefits
Strategy - Develop a strategy for achieving the implementation of the new culture
Action - Develop and implement a range of action plans based on the strategy as a means of achieving movement to the desired culture

17. Nine-factor test
Table 14.6

18. Trompenaar’s and Woolliams’ perspective on values within culture
Seven dimensions reflecting ways that values differ between cultures :
Universalism v participation
Individualism v communitarianism
Specific v diffuses
Neutrality v affectivity
Inner directed v outer directed
Achieved status v ascribed status
Sequential time v synchronic time

19. Hofstede’s perspectives on culture
Individualism-collectivism - the degree of integration between individuals in a society
Power distance - the degree of centralization of authority
Uncertainty avoidance - how the members of a society deal with uncertainty
Masculinity-femininity - societies classified as ‘masculine’ tend to gender based, stressing achievement. Societies classified as feminine tend to seek a high quality of life, help others.

20. Illustration of Hofstede’s classification
Table 14.7

21. Trompenaars’ perspective
What works in one culture will seldom do so in another:
Performance pay - people in France, Germany, Italy and parts of Asia tend not to accept that ‘individual members of the group should excel in a way that reveals the shortcomings of others’
Two-way communications - Americans may be motivated by feedback sessions, Germans, however, find them, ‘enforced admissions of failure’
Decentralization and delegation - might work well in Anglo-Saxon cultures, Scandinavia, the Netherlands and Germany, but are likely to fail in Belgium, France and Spain.

22. Trompenaars’ perspective
Trompenaars seven dimensions of culture – which combine to create different corporate cultures including:
Family - found in Japan, India, Belgium, Italy, Spain and small French companies. Hierarchical in structure with the leader a ‘father figure’. Praise can frequently be a better motivator than money.
Eiffel Tower - Large French companies, some German and Dutch companies. Hierarchical in structure, very impersonal, rule driven and slow to adapt to change are dominant characteristics.
Guided missile - American companies, some in the UK. Egalitarian and strongly individualistic in nature with a measure of impersonality. They tend to be able to adjust the established course of action quickly but not to completely to new situations.

23. Berry’s framework of acculturation styles
Figure 14.11

24. Globalization and culture
Yip (1989) - three stage process
Developing a core strategy as the basis of competitive advantage
Internationalization of the home country strategy
Globalization through integration of the largely separate country
based international strategies
Bartlett and Ghoshal (1989)
International organization
Transnational organization
Two options available to an organization in its approach to culture:
Polycentric
Ethnocentric

25. The six global capabilities
Table 14.8