buss4 2013 research bullet 1 - beaconsfield high school
TRANSCRIPT
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Factors influencing the culture of an organisation and cultural
differences within an organisation
ORGANISATIONAL CULTURE
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Key definitions
• Culture: “The way we do things around here” • Sub-culture: group of people within a culture (whether
distinct or hidden) which differentiates them from the larger culture to which they belong
• Mission: a formal statement of an organisation's fundamental purpose (similar to vision, purpose)
• Core values: the essential and enduring guiding principles of an organisation.
• Vision statement: a picture of an organisation in the future (aspiration, inspiration) which sets the framework for strategic planning.
• Paradigm: the set of assumptions held in common & taken for granted in an organisation
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Key theories to consider
• Charles Handy: four types of culture – Power : focus on personal charisma & risk-taking – Role: focus on position, bureaucracy, hierarchy – Task: focus on problem-solving, teamwork, creativity – Person: focus on individual needs, independence
• Edgar Schein: 4 layers of organisational structure: Values | Beliefs | Behaviours | Paradigm
• Johnson & Scholes: Cultural Web (Symbols, Power Structures, Organisational Structures, Control Systems, Rituals & Routines, Stories)
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Factors Influencing Culture of an Organisation (1)
• Influence of the founder (“shadow of the leader”)
• Size & development stage of the business (e.g. start-up, multisite, multinational)
• Leadership & management style
• Organisational structure, policies & practices
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Factors Influencing Culture of an Organisation (2)
• Employee & management reward structures (e.g. pay, bonuses, individual v team rewards)
• Market /industries in which it operates • Working environment & nature of tasks (e.g.
physical, office, remote working, flexible working)
• External environment (e.g. legal, economic) • Attitude of organisation to risk-taking &
innovation
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Sub-cultures
• Subcultures develop within an organisation based on occupations, product lines, functions, geographies and echelons in the hierarchy.
• Some firms: sub-cultures are stronger than overall organisational culture
• Managing Sub-cultures has become more important & challenging: – Mergers, takeovers, joint ventures more common – Globalisation: many firms now multi-cultural based on
nationality, language – Technological complexity: depts. more specialised; more remote
& flexible working
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Some good examples to research
• Barclays: impact of powerful sub-culture at investment banking division (came to dominate retail bank)
• Apple / Disney: role of culture of innovation & secrecy; shadow of the leader – Steve Jobs, Walt Disney
• HP (HP Way), Toyota (Toyota Way) – long-established cultural programmes, including induction
• NHS: public sector organisation with complex cultural challenges – combination of role & task culture?
• Walmart: a common approach to employee (“shareholder”) engagement across the globe
• Google: has deliberately maintained existing culture of acquisitions (e.g. YouTube & Zappos)
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Key depends on factors
• Organisations will vary significantly in terms of the strength and depth of their culture: this will depend on:
• Strength & clarity of the organisation founder
• Amount and intensity of shared experiences that organisation members have had
• How much success the organisation has enjoyed
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Some possible evaluation points
• Much academic research on what organisational culture is – but little agreement, so theoretical models can only be a guide.
• Culture is a complex concept which is difficult to understand = a challenge for business leaders!
• There is no absolute criterion for a “better” or a “worse” culture – it depends on what is “right” for the organisation
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Background Slides, Examples and Other
Activities
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Another analogy – the Culture Aquarium
“Culture cannot be manufactured. It has to be gently nurtured by everyone from the CEO down.
Ignoring the health of your culture is like letting aquarium water get dirty”
Source: Shaun Parr, FastCompany 2012
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Corporate Culture has been
studied extensively
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Schein’s Culture Triangle
Artifacts
Espoused Values
Basic Underlying Assumptions
Shallower
Deeper
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4 layers of organisational culture
Values
Beliefs
Behaviours
Paradigm
Source: E Schein
Organisational Culture, 1998
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Schein on the key link between leadership & culture
“the only thing of real importance that leaders do is to create and manage culture”
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But note the comment from AQA…
“You are strongly recommended to compare and contrast a number of different types of organisational culture.
You will not be asked a question on any one specific type of culture”
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The Cultural Web of an Organisation
The Paradigm
Stories
Rituals & Routines
Control Systems
Organisational Structures
Power Structures
Symbols
Source: Johnson & Scholes
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Nordstrom’s New Employee Handbook
Welcome to Nordstrom We're glad to have you with our Company. Our number one goal is to
provide outstanding customer service. Set both your personal and professional goals high. We have great confidence in your ability to
achieve them.
Nordstrom Rules: Rule #1: Use best judgment in all situations.
There will be no additional rules. Please feel free to ask your department manager, store manager, or
division general manager any question at any time.
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Nordstrom’s organisational structure?
Customers
Sales & Sales Support People
Department Managers
Store Managers, Merchandise Mgrs, Buyers
Board of Directors
Nordstrom “Company Structure”
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Can corporate culture be measured?
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Strong or weak culture?
Staff understand and respond to culture
Little need for policies and procedures
Consistent behaviour
Culture is embedded
Strong Little alignment with
business values
Inconsistent behaviour
A need for extensive bureaucracy &
procedures
Weak
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• External surveys
• Customer testimonials
• % of repeat business
• Customer referrals
• Intuitive gauging
• Employees surveys
• Focus groups
• Staff retention
• Staff turnover
Some ways culture might be measured
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Thinking Skills Exercise: Corporate Culture Unearthed in 2050
The year is 2050 Anthropologists have unearthed
evidence of a popular but now extinct business culture from 2013…
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Culture Unearthed - 2050
What 3 words might the anthropologists
use to describe the corporate culture of the business they have unearthed?
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Culture Mind Reader
“…I’m thinking of 5
symbols which help define
the culture of in the
minds of customers”
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Symbols of IKEA
“to visit IKEA is to visit Sweden”
Ollie Wastburg, Swedish Institute
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IKEA – one of the BEST examples of Organisational Culture
Applying for a job at IKEA
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