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Documente Cultură
Corporate Culture
THE ENVIRONMENT
General Environment
The layer of the external environment that
affects the organization indirectly, it may further
include several dimensions:
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Fundamental Values of an
Organization’s Culture
1) Symbol: An object, act, or event that conveys
meaning to others
2) Story: A narrative based on true events that is
repeated frequently and shared among organizational
employees
3) Hero: A figure who exemplifies the deeds, character,
and attributes of a strong culture.
4) Slogan: Is a phrase or sentence that concisely
expresses a key corporate value.
5) Ceremony: Is a planned activity that makes up a
special event and is conducted for the benefit of an
audience
Types of Cultures
1) Adaptability Culture: A culture characterized by
values that support the company’s ability to
interpret and translate signals from the
environment into new behavior responses.
2) Achievement Culture: A results-oriented culture
that values competitiveness, personal initiative,
and achievement.
3) Involvement Culture: A culture that places high
value on meeting the needs of employees and
values cooperation and equality.
4) Consistency Culture A culture that values and
rewards a methodical, rational, orderly way of
doing things
Adaptive Organizational Consistency
Culture Organizational Culture
Visible Behavior Leaders pay close attention to all Managers tend to behave
their constituencies, especially somewhat insularly, politically,
customers, and initiate change and bureaucratically. As a result,
when needed to serve their they do not change their
legitimate interests, even if it strategies quickly to adjust to or
entails taking some risks take advantage of changes in
their business environments
Expressed Values Leaders care deeply about Managers care mainly about
customers, stockholders, and themselves, their immediate work
employees. They also strongly group, or some product (or
value people and processes that technology) associated with that
can create useful change (e.g., work group. They value the
leadership initiatives up and down orderly and risk-reducing
the management hierarchy) management processes much
more highly than leadership
initiatives
Underlying Assumption Serve whole organization, trust Meet own needs, distrust others
others
Cultural Leadership
Managers must over communicate to ensure that
employees understand the new culture values, and
they signal these values in actions as well as words.