Organisational Culture in Business

Unique Culture

Each organization has its own unique culture that determines how things get done and how the company works.

Shadow Effect

The influence of senior managers' actions and behavior on the culture of the organization.

Power Distance

Cultural dimension that measures the extent to which power is distributed equally within a society and the degree of acceptance of this distribution.

Organisational Culture

Set of values, beliefs, and attitudes that influence decision-making and behavior within a business.

Changing Organisational Culture

Organizational culture can change through intentional management action or natural evolution.

Strong Culture

Culture where staff respond to stimulus because of their alignment with organizational values.

Weak Culture

Culture where there is little alignment with organizational values and control must be exercised through extensive procedures and bureaucracy.

Cultural Differences

Differences in values, customs, and working styles between different nations or regions that affect the behavior of organizations.

Internal Factors

Factors within the organization that influence culture, such as size, leadership style, policies and practices, reward system, working environment, and attitude towards risk and innovation.

External Factors

Factors outside the organization that may require changes in culture, such as changes in the external environment or mergers and acquisitions.

Change Management

The process of planning and implementing changes in an organization's culture to adapt to new circumstances or integrate different cultures.

Rapid Expansion

The growth of an organization that may require cultural change to ensure a strong and clear vision is maintained.

Merger and Acquisition

The combination of two companies, which may require the development of a new culture based on elements of both cultures.

Cross-Cultural Communication

Communication that takes into account cultural differences in verbal and non-verbal communication, etiquette, and written communication.

Customer Orientation

Cultural dimension that emphasizes meeting customer needs and preferences.

Task Culture

Culture where power is derived from the expertise required to complete a task or project, and the emphasis is on results and getting things done.

Person Culture

Culture where the organization exists as a vehicle for individuals to develop their own careers and expertise, and the individual is the central point.

Role Culture

Culture where power is hierarchical and clearly defined in job descriptions, and the emphasis is on following rules and procedures.

Power Culture

Culture where power is concentrated in a small group or central figure, and the emphasis is on the dominant figure's decisions and actions.

Means-Oriented Culture

Culture where the focus is on how work is carried out and avoiding risks.

Goal-Oriented Culture

Culture where the focus is on achieving specific internal goals or results, even if they involve substantial risks.

Internally Driven Culture

Culture where the emphasis is on business ethics, honesty, and what is good for the customer and the world at large.

Externally Driven Culture

Culture where the emphasis is on meeting customer requirements and achieving results, even if it involves a pragmatic rather than ethical attitude.

Easygoing Work Discipline

Culture where there is a lack of predictability, control, and discipline, and improvisation and surprises are common.

Strict Work Discipline

Culture where there is a high level of control, discipline, and predictability, and cost-consciousness and punctuality are valued.

Local Culture

Culture where employees identify closely with the workplace and there is a strong emphasis on internal issues and lack of long-term vision.

Professional Culture

Culture where employees focus on their professional expertise and the long-term future of the business, rather than the internal social aspects.

Open System

Culture where newcomers are made welcome, and there is openness to insiders and outsiders, and a belief that almost anyone would fit in the organization.

Closed System

Culture where there is caution towards outsiders, and newcomers have to work hard to earn respect.

Employee-Oriented Culture

Culture where the focus is on employee welfare and personal problems are taken into consideration.

Work-Oriented Culture

Culture where the focus is on task performance and meeting targets, even if it is at the expense of employee welfare.