4) Organizational (corporate) culture

2 key kriteria coporate culture

Advantage of coporate culture

2 culural assumptions

A set of behaviors and relationships that is shared by the members of an organization

Functional or dysfunctional behaviors that impact the achievement of goals by the organization

Provide a sense of shared identity (in differentiation to other organizations)

A mechanism of socializing organization members into a way of doing things that is consistent with the goals of the organization

Develop a sense of commitment to the organization and its goals

Can cement behaviors that have served well in the past

A strong organizational culture can act as a barrier to change

Conflict potential between subcultures or in case of mergers & acquisitions

Corporate cultures as per

Trompenaars

No intrinsic values, except serving the needs of the members of the organization

Almost like a “leaderless” team

Person oriented

Power of the individual

Self‐realization

Commitment to oneself

Professional recognition

Power based in an “autocratic” leader (father figure)

Not many rules, little bureaucracy

Striving to be near the “source of power”

Power orientation

Personal relationships

Entrepreneurial

Affinity/trust

Power of person

Steep, stately and very robust

System of rules, legalistic procedures

Assigned rights and responsibilities

Duty one feels within oneself, not an obligation towards a specific individual

Task and project oriented

“Getting the job done” (solving problems successfully)

Relationships are results oriented based on rational/instrumentational considerations and limited to the specific functional aspects

Achievement/effectiveness more important than demands of authority, procedures or people

Shared meanings

Unconditional relationship

Born into it

Totally immersed

Shared behaviors

Conditional relationship

Socialized into it

Partly involved

2 key kriteria corporate culture