Organisational CultureCulture, values and ethics

Organisational CultureFrederik David Tang

Values Values are norms og concepts that are regarded as important and worth striving for.

The organsiational culture is the unwritten rules that guides and defines the company.

This is not to be confused with the company heritage which are more tangible.

The banana

10 chimpansees in a room

1 Banana

Max Barry's electric banana

The banana

In a variation of Max Barry's electric banana, 10 chimps are placed in a room. There is a ladder in the room.

In the ceiling is a banana hanging from string.

At some point a chimp will figure out how to use the ladder to get the banana.

But the string is attached to the sprinkler system and soaks all the chimps. Chimps do not like water.

Max Barry's electric banana

The banana

When this has happened a dozen times or so, the chimps put two and two together and they stop pulling the banana on the string.

One of the chimps is the replaced with a new one who does not know about the banana.

When this chimp tries to get the banana, the other chimps will then beat the snot out of it. The lessson learned is ”do not touch the banana”

Max Barry's electric banana

The banana

Max Barry's electric banana

The banana

When all the chimps have been replaced there is not a single chimp who dares pull the banana on a string.

The banana is no longer attached to the sprinkler but no chimp will know because no chimp dares pull it.

This is how culture is formed. Even in companies.”do not touch the banana”

Max Barry's electric banana

The banana

So when you hear someone in a team or a in your workplace say ”We don’t do that in this company.” what you should be hearing is:

”Do not touch the banana.”

Challenge the unspoken rules and find a cause of them. If there is no longer a known cause, challenge it further.

Max Barry's electric banana

The culture shows the path Even though there are some downsides to an organisational culture there are many more upsides.

Internally it will show how a new employee can solve a specific task

Externally it can show how the company deals with achieving its goals and deals with their clients.

It creates a shared understanding of the vision and goals of the company and promotes cohesion.

Factors that shape the culture External factors: Regulations in C02 emissions has changed many organisational cultures internally when they suddenly have to go ‘green’.

Product: Understanding how the product is used in a context. The airbag production is an integral part of making cars today.

Technology: Tehcological specialisation will also draw people with the same educations and fields of interest. This causes specialised cultures.

Factors that shape the culture History: A companys history is solidly defined and is practically impossible to change. It has shown its value.

Size: Large companies have more formalities than small companies.

Management: The management reflects the values through raises and promotions.

Administration: Is there a constant survailance of the emplyees or is there a culture of trust towards the staff.

Cultural Levels Artefacts

Values

Basic assumptions

Artefacts Physical shapes in form of logos and buildings Language in form of jargon and slogans Traditions in form of rituals and ceremonies History in form of anekdotes and myth

The artefacts a usually treated on an uncontious level by the employees and is not noticed on a day to day basis.

Values Trust is a basic value

All employees can handle their tasks and work

Everyone takes responsibiblity

Basic assumptions Values are accepted over time

When a method has proven to solve the problem several times over it will be adopted as standard

Company Cultural Types

Incubation: Strong focus on the individual and on individualism.

Family culture: Relationship between employer end employee. Loyalty and longterm goals.

Eiffel tower: Classic bureaucracy which is accepted widely by most.

Guided missile: Focus on goals and competencies. Results and skills are in focus.

Geert HofstedeCultural and national differences

Power distance

Individualism and collectivism

Maskulin and feminin dominans

Struktural needs

Power distance At great power distance it is accepted that the boss has the authority and makes the decissions

Population numbers and geography has influence on this distance

Wealthier countries has a lower powerdistance in general

Individualism and collectivism

Individulism is more self controlling

Collectivism is controlled by the common good

Collectivism usually also has a great powerdistance

Maskulin and feminin dominans

Maskulin dominans is defined as high pay checks, titles, bragging rights and perks

Feminin values are good relations between colleagues and good quality in the work place

Cultural shock Exhilleration Cultural shock Cultural adaptation Stabilisation