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Culture
In organizations there are deep-set beliefs about the way work should be organized, the way authority should be exercised, people rewarded, people controlled . . . these are all aspects of the culture of an organisation. (Charles Handy) A system of shared values and beliefs about what is important, what behaviors are appropriate and about feelings and relationships internally and externally. The way we do things around here (Deal & Kennedy)

CULTURE

Cultures cover in many levels

National culture nations, regions within countries, ethnic groups Gender culture sex, i.e. female, male, gay Social class culture lower class, middle class, upper class Occupational culture working class, professional class, blue-collar, white-collar Organisationnel culture for profit, not-for-profit, NGOs, entrepreneurial

G Johnson
The Paradigm : what organization is about Control Systems: to monitor what is going on Organizational Structures Symbols: logos and designs Rituals and Routines: management meetings Stories and Myths: about people and events and what is valued within organization

Influential Factors
Size of the organisation as small organizations will suit different cultures to larger ones Technology: advancement in product and processes History: influence of past on current decisions Diversity: Product, geography, stakeholders Age: age of business and those running the organisation Ownership: Sole trader, family, shareholders Structure

Other factors
The degree of individual initiative The rewards systems: based on performance? Conflict tolerance Communication patterns Formalization of clothing: are there strict rules? The kind of people employed: graduates, old, young, male, female etc

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Schein (Levels of organizational culture)

Level 1 Artifacts and creations, i.e. the aspects of the culture that can easily be seen, e.g. the way people dress Level 2 Espoused values, i.e. the strategies and goals of an organization, including company slogans Level 3 Basic assumptions and values, i.e. difficult to identify as they are unseen, and exist mainly at the unconscious level

Organizational Culture Artifacts symbols of culture in the physical and social work environment Visible, often not decipherable

Values
Espoused: what members of an organization say they value Enacted: reflected in the way individuals actually behave Greater level of awareness

Assumptions deeply held beliefs that guide behavior and tell members of an organization how to perceive and think about things

Taken for granted, Invisible, Unconscious

Artifacts
These will usually be highly visual and can be seen in things like:
the company dress code organisation logos and letter heads greeting styles (handshakes, exchange of business cards, use of surname or first name) the office layout (open plan or private offices, size of offices, size of desks) the type of art chosen for the premises (modern or classic) the use of elaborate decorative ornaments (e.g. fountains in the reception, fish tanks in the lifts).

Espoused Values
These are the conscious beliefs and values which determine what is important to an organisation and valued by it and what would be considered unacceptable to it For example, the design of office space may imply status and honor, or reflect the importance of privacy within a culture: it 'means' more than the observable features These are strategies, goals of an organization formalized in company slogans and mission statements.

Basic assumptions
These may start as espoused values but become ingrained as problems are repeatedly solved and accepted such that the initial reason for doing so becomes lost. For example, how employees repeatedly deal with customers problems (orientation towards customer satisfaction, informal procedures or formal company rules) can be a become a basic assumption. What do we actually believe

Handy (Four cultural stereotypes)

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Power culture (Zeus)

There is one main source of power and influence within the organisation. The control may be through a single individual (e.g. an entrepreneur) or through a small group (e.g. a family board of directors). Central control is exercised largely through appointing loyal key individuals who are expected to perform in accordance with the centres wishes rather than on rules and procedures. There is only one rule (do as I say)

Role culture (Apollo)

Whoever does the job outcome will be same Importance is given to predictability, standardization and consistency but inflexible. Such organizations are effectively bureaucracies, working by logic and rationality There is a highly formalized structure with clear job descriptions, well-defined rules and much proceduralisation. It is characterized by a high degree of specialization in job roles.

Task culture (Athena)

The emphasis is on flexible working in teams on individual tasks to get results and things done and achieving a specific task (Do what is needed to solve the task in hand) Individuals are empowered with discretion and control over their work The task and results are the main focus and team composition and working relationships are founded on capability rather than status Also called network organizations or matrix organizations. i.e. projects

Person culture (Dionysus)

The individual is the central point The culture only exists for the people concerned This culture may be the only acceptable organisation to particular groups such as workers co-operatives or where individuals basically work on their own but find some back up useful, e.g. legal barristers, small partnerships, freelance consultants and professionals and other freelance workers (who basically do all the work themselves and who may only require secretarial and similar support).

Hofstede (International perspectives on culture)

Power distance (PD)

The extent to which unequal distribution of power is accepted. High PD cultures accept greater centralization, a top-down chain of command and closer supervision. Subordinates have little expectation of influencing decisions. (Southern and Eastern Europe countries) (More autocratic) Low PD cultures expect less centralization and flatter organizational structures. Subordinates expect involvement and participation in decisionmaking. (Northern Europe countries) (Democratic)

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Power Distance (Acceptance of differences in power)

High-Power Distance
Accept position Follow authority Concentrated & centralized authority Hierarchical

Low-Power Distance
Avoid concentration of authority Decentralized Fewer layers of management

The extent to which people form group ties and bonds. High individualism emphasize autonomy, individual choice and responsibility. Task achievement is more important than relationships. Individualism stresses that people should actively pursue and promote their own goals and objectives (I approach) (UK, USA, Australia) Low individualism (collectivism) emphasize interdependence, reciprocal obligation and social acceptability. These work as a family and defends employee interests.(we approach) (Latin American countries)

Individualism (IDV)

Individualism Vs. Collectivism

Individualism
High value on autonomy Individual achievement Privacy

Uncertainty avoidance index (UAI)

The extent to which a society tolerates uncertainty and ambiguity (i.e. unstructured) or prefers security, order and control. A high UAI indicates a country does its best to avoid uncertainty. It has a low tolerance for uncertainty, ambiguity, dissent and deviation. (Rule oriented) (Japan) A low UAI ranking shows less concern about ambiguity and uncertainty and more tolerance for unstructured situations, variety of opinions, dissent, conflict and deviations from the norm. (Less rule oriented) (UK)

Collectivism
High value on group
Family, clan, organization

Loyalty Devotion Agreement (conformity)

I approach

we approach

Uncertainty Avoidance (Reaction to ambiguous events)

Low Uncertainty Avoidance Embrace unpredictable Less adherence to rules, procedures, or hierarchies Risk taking desirable High Uncertainty Avoidance Threatened by ambiguity Need stable & predictable workplace Reliance on rules

Masculinity (MAS)
Refers to the distribution of roles between traditionally male or female values within a society. Male values might include competitiveness, assertiveness, aggressiveness, achievement, control, power and the accumulation of wealth. Feminine values include modesty, tenderness, compassion, consensus, relationships, quality of working life, caring and supportive behaviour.

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A high MAS ranking indicates the country experiences a high degree of gender differentiation. In these cultures, the male role dominates a significant portion of the society and power structure, with females being controlled by male domination. (Japan, Slovakia) A low MAS ranking indicates the country has a low level of differentiation and discrimination between genders. In these cultures, females are treated equally to males in all aspects of the society. (Sweden)

Masculinity-Femininity
Masculinity Success Assertive acquisition of money/power achievement Femininity Equality of genders Caring for disadvantaged harmony

Time orientation
This looks at the attitude to have long term or short term plans