Culture
Definition:
This is the attitudes, ideas and beliefs that are shared by employees in a particular
organisation.
Culture Types:
Power: Dominance of one/small number of individuals. Make key decisions. May exist in a small
business or part of a larger organisation. Power is usually dominated by strong central figure.
Role: Hierarchical, individuals have clear roles to perform which are closely specified. Work
closely to job description + follow rules.
Task: Teams are formed to complete particular tasks. Team is empowered to make decisions +
be creative. Matrix type of organisational design could be used.
Person: Individualistic, allowed to express themselves + make decisions. Formal structure is
absent.
What Determines Culture:
Employees - from fellow workers.
Influenced by recruitment policy - high fliers, high salaries - dynamic + forward looking culture.
Clear MS + objectives help create culture.
Important as - impacts way people work + effort made also how they threat customers.
Changing Culture:
Culture ingrained + deep set may face resistance - change personnel at top or change location -
break up culture.
Change management programme necessary:
1. Change from top - lead by example.
2. Clear understanding of change.
3. Participation - less likely to resist + conflict resolved at early stages.
4. Good communications + feedback - reduces alienation + fear.
5. Training + support - reduce fear of inadequacy.
6. Democratic/paternalistic style - act as helpers/facilitators.
7. Reward system.
Groupthink:
Process - members of group - reach consensus with minimal conflict.
The business activities may not be fully analysed as group cohesiveness is wanted.
Independent thinking may be ignored thus no detailed analysis or evaluation of alternate ideas
may be provided.
Groupthink discourages creativity or individual responsibility, no one will be thinking about
their own ideas or how to improve on those already proposed or in place meaning the business
may no longer develop and regularly improve.
Definition:
This is the attitudes, ideas and beliefs that are shared by employees in a particular
organisation.
Culture Types:
Power: Dominance of one/small number of individuals. Make key decisions. May exist in a small
business or part of a larger organisation. Power is usually dominated by strong central figure.
Role: Hierarchical, individuals have clear roles to perform which are closely specified. Work
closely to job description + follow rules.
Task: Teams are formed to complete particular tasks. Team is empowered to make decisions +
be creative. Matrix type of organisational design could be used.
Person: Individualistic, allowed to express themselves + make decisions. Formal structure is
absent.
What Determines Culture:
Employees - from fellow workers.
Influenced by recruitment policy - high fliers, high salaries - dynamic + forward looking culture.
Clear MS + objectives help create culture.
Important as - impacts way people work + effort made also how they threat customers.
Changing Culture:
Culture ingrained + deep set may face resistance - change personnel at top or change location -
break up culture.
Change management programme necessary:
1. Change from top - lead by example.
2. Clear understanding of change.
3. Participation - less likely to resist + conflict resolved at early stages.
4. Good communications + feedback - reduces alienation + fear.
5. Training + support - reduce fear of inadequacy.
6. Democratic/paternalistic style - act as helpers/facilitators.
7. Reward system.
Groupthink:
Process - members of group - reach consensus with minimal conflict.
The business activities may not be fully analysed as group cohesiveness is wanted.
Independent thinking may be ignored thus no detailed analysis or evaluation of alternate ideas
may be provided.
Groupthink discourages creativity or individual responsibility, no one will be thinking about
their own ideas or how to improve on those already proposed or in place meaning the business
may no longer develop and regularly improve.
