Please enable JavaScript.
Coggle requires JavaScript to display documents.
Company culture - Coggle Diagram
Company culture
The report advises that there are a number of places to look for evidence of an organisations culture which include
-
Policy documents, risk register and board minutes
Staff turnover, planned and unplanned
-
-
-
-
-
-
Stakeholder surveys, particularly if benchmarked over time
-
-
-
Deal and Kennedy's model of corporate culture provided an early conceptualisation of the components and types of culture that exist in organisations. Their mode incorporates five elements as follows
The business environment
These are the PESTLE elements which an organisation will orient around and which may influence specific cultural cycles in terms of technology or customer demand
Values
These are at the heart of corporate culture and successful companies are most clear about these so that senior leaders and managers can publicly reinforce them
Heroes
These are the personifications of an organisation's values, the role models against which employees can compare the behaviors.
Rites and rituals
These are the ceremonies and routine behaviours that reinforce the culture such as the common initiations for new employees or the traditional annual retreat
The cultural network
This is the rumour mill that exists in an organisation, the informal coalitions and gossip that exist to spread information about values, behaviours and heroic myths
-
Mergers and Acquisitions
The culture of an organisation becomes central when two companies are merged or an acquisition takes place
The history of the culture, the individual leaders as well as the culture percolating down from the board will have set the tone for the organisational culture
Often the organisation that is acquiring is more dynamic and driven than the company they are acquiring. An organisation that has been acquired may have lost its way and pleateaued in its growth and as a result have a culture that reflects this more static state
-
Sector culture
Organisations working in different sectors may experience common patterns that are very different from those in other sectors.
The competing values framework created by Cameron and Quinn (2006) is extremely useful in providing an insight into how particular underlying values of organisations combined to create a sector culture dynamic
-
-
-
The way in which members of an organisation relate to each other, their work and the outside world in comparison to other organisations