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Motivational Theories (Charles Handy ((different cultures needed for…
Motivational Theories
Charles Handy
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—> power culture — when there is one dominant individual or group that holds ALL decision making power, more likely seen in companies w/ flat organizational structure, having job title doesn't mean much.
—> role culture — exist in highly structured organizations whose focus is on formal roles and procedures. power in these cultures are developed and dependent on the formal job title and position.
—> task culture — typically occur in organizations where the focus is getting results for the work done. NO single source of power in task culture, instead individuals or teams are empowered. job title less important.
—> person culture — seen in organizations where employees in similar positions with similar expertise and training from groups to share knowledge and enhance skills. typically found in larger businesses that have many different departments/secto
Edgar Schein
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—> basic assumptions and values — Deepest level of culture, usually these are the pieces of culture that are unseen or not easily identified. Tend to be learned over time.
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Kotter and Heskett
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Adaptive: willing to change, be creative
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Goffee and Jones
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Solidarity: the degree of cohesiveness or unity within the organization, more efficiency and harmony
Geert Hofstede
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power distance — measures the extent to which subordinates in an organization or citizens in a country expect and accept unequal distribution of power.
Individualism vs. collectivism — measures the extent to which people feel they should care for themselves or be cared for by society or the organization
Masculinity vs. femininity — extent to which a culture conforms to traditional gender values, what defines traditional gender values:
—> Masculinity: refers to cultures usually controlled by males: aggressiveness, competitiveness, selfish, materialistic.
—> Femininity: place more focus on relationships, family network, and overall quality of life.
uncertainty avoidance — the extent to which people in an organization or country prefer structured routines over flexible structures
long term vs. short term orientation — refers to the extent to which the company values making sacrifices today for the benefits to be reaped in the future