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Week 24 Organisational culture and its implications for strategy - Coggle…

- - - - constitute the physical presence of the organisation
    - - expressed values of the organisation
    - - expressed values of the organisation
- - - - clear division of roles and organisational functions (e.g. marketing, production, sales)
      - web
      - often family-run businesses or where the founder still controls the organisation.
    - - built around specific organisational roles rather than individual personalities - power and influence is determined by the role,
      - culture is risk averse, stable and efficient
      - greek temple
      - power at top
        
        example of Max Weber’s ideal-type bureaucratic organisational structure.
      - works well in stable and predictable environments but is slow to change and therefore not suitable for dynamic environments. eg public sector
        
        military
    - - net
      - determined by the successful completion of said tasks.
        
        matrix or project-based structures
      - makes centralised control a particularly difficult issue in such organisations.
      - individual expertise is primary source of power
      - found in dynamic, unpredictable or fast-moving environments, where flexibility and quick responses to emergent issues are necessary.
      - that structure organisational activity – not around roles but around particular problems or tasks that need addressing.
      - management consultancies, advertising agencies, research ‘think tanks’
    - - starts with the person and then moves out to the broader organisation, rather than the other way around.
        
        eg vets , doctors etc
      - no formal hierarchy in the organisation, no centre of power, and no individual in control.
        
        ‘partnership’
      - fairly traditional structures, often with parallel management structures: one for the professionals and one for the support services;
    - - need to recognise that different cultures require different structures.
      - there is no one ideal culture or structure.
      - there may well be different cultures operating at different levels within a single organisation (i.e. subcultures).
      - importance of the relationship between culture and structure and how the two can be mutually reinforcing which, in itself, is a precursor for successful strategy implementation.
- - - - different cultures across nations
      - ignoring the power and importance of sub-cultures, the impact of organisational structure, leadership and a host of other organisational variables.
      - basis of Hofstede’s data collection, in many cases, very few staff surveys were returned.
        
        in over 15 countries (including Greece, Thailand and Turkey) he received less than 200 surveys and less than 100 were returned in Hong Kong and Singapore (McSweeney, 2002)
      - not necessarily an accurate depiction of reality.
  - - - long-term versus short-term orientation
      - indulgence versus restraint.