CMN 394 - Module 4 Corporate Culture

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Slide 1

Culture is a complex issue that essentially includes all of a group’s shared values, attitudes, beliefs, assumptions, artifacts and behaviors.

Slide 2

When it comes to the groups you may be involved in, there are many definitions of culture. Here are just a few of them. The first one is by Geert Hofstede, a Dutch social psychologist . Hofstede did a study demonstrating that there are national and regional cultural groupings that affect the behavior of societies and organizations, and that are very persistent across time. The second one is down to earth and says a lot in just a few words. Its author is Jack Kemp, a politician and former football player. An though this last one was Albert Einstein’s definition of common sense, it is also quite applicable to cultures.

Slide 3

In essence then, we are talking about doing or saying things in a certain way just because our group has always said or done them that way. These aren’t good things or bad things. Neither are they things that are right or that are wrong. These are preferences which people usually develop by virtue of being part of a particular group. But because everyone around you tends to have similar preferences you rarely see them as different unless you go outside of that group. You may have noticed or felt these differences once you started school –or a new job, or transferred to a different department-- but may not have understood them..

Slide 4

At work then, something very similar happens. Except that because the organization is not likely to be a group with which you have naturally affiliated yourself (not your school, or your church, or your favorite club) you, just like most people, will usually have to spend some time figuring out how to “fit in” even when you join an organization as an intern. For example, unless somebody specifically tells you The behaviors that are valued/expected in the organization The contributions/results that are expected of the employees How people get things done there Your will have to spend some time observing what goes on a daily basis

Slide 5

Based on very specific dimensions, which included how much Flexibility or Control there is in a given setting, Bruce M. Tharp came up with four distinct organizational cultures

Slide 6

“Collaborate (Clan)” Culture . An open and friendly place to work where people share a lot of themselves. It is like an extended family. Leaders are considered to be mentors or even parental figures. Group loyalty and sense of tradition are strong. There is an emphasis on the long-term benefits of human resources development and great importance is given to group cohesion. There is a strong concern for people. The organization places a premium on teamwork, participation, and consensus.

Slide 7

“Compete (Market)” Culture A results-driven organization focused on job completion. People are competitive and goal-oriented. Leaders are demanding, hard-driving, and productive. The emphasis on winning unifies the organization. Reputation and success are common concerns. Long-term focus is on competitive action and achievement of measurable goals and targets. Success means market share and penetration. Competitive pricing and market leadership are important.

Slide 8

“Create (Adhocracy)” Culture A dynamic, entrepreneurial, and creative place to work. Innovation and risk-taking are embraced by employees and leaders. A commitment to experimentation and thinking differently are what unify the organization. They strive to be on the leading edge. The long-term emphasis is on growth and acquiring new resources. Success means gaining unique and new products or services. Being an industry leader is important. Individual initiative and freedom are encouraged.

Slide 9

“Control (Hierarchy)” Culture A highly structured and formal place to work. Rules and procedures govern behavior. Leaders strive to be good coordinators and organizers who are efficiency-minded. Maintaining a smooth-running organization is most critical. Formal policies are what hold the group together. Stability, performance, and efficient operations are the long-term goals. Success means dependable delivery, smooth scheduling, and low cost. Management wants security and predictability.

Slide 1

Organizational Culture Module 4

Slide 2

Culture Defined “The collective programming of the mind, which distinguishes one group of people from another.” (Geert Hofstede) “The way we do things when nobody tells us how to do them.” (Jack Kemp) “The collection of prejudices acquired by age 18.” (Albert Einstein’s definition of common sense)

Slide 3

No Questions Asked -- That’s how we always do that --That’s what we always say in those situations

Slide 4

Organizational Culture The behaviors that are valued/expected The contributions/results that are expected How people get things done

Slide 5

Four Organizational Culture Types* Collaborative Competitive Creative Controlling * Based on Four Organizational Cultures by Bruce M. Tharp: Haworth Four-Organizational-Culture-Types_6.pdf

Slide 6

Collaborative Culture Friendly, family oriented Leaders are mentors Teamwork, participation, and consensus Photo taken from: thegoldguys.blogspot.com/ or www.lumaxart.com/

Slide 7

Competitive Culture Results-driven Competitive and goal-oriented Leaders are demanding, hard-driving, and productive Photo taken from: http://www.flickr.com/photos/sepblog/

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Creative Culture Dynamic, entrepreneurial Leaders embrace innovation and risk-taking Encourages individual initiative Photo credit: Elena Olivo Copyright: NYU Photo Bureau

Slide 9

Controlling Culture High structure, rules and procedures Efficiency-minded leaders Security and predictability Photo taken from: http://www.flickr.com/photos/jurvetson/

Summary: CMN 394 - Graciela Kenig

Tags: college of communication

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