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Sie sind hier:Home arrow Fachbereiche arrow Management arrow Buchauszug: Riding the Waves of Culture
Buchauszug: Riding the Waves of Culture PDF Drucken E-Mail
Geschrieben von Fritz S.   
Mittwoch, 19. März 2008

Image
Corporate Images
Every culture distinguishes itself from others by the specific solutions it chooses to certain problems where reveal themselves as dilemmas. It is convenient to look at these problems under three headings: those which arive from our relationships with other people; those which come from the passage of time; and those which relate to the environment. From the solutions different cultures have chosen to these universal problems, we can further identify seven fundamental dimensions of culture ...

Five of these come from the first category

Relationship with peole (see image below)

  • Universalism versus particularism
  • Individualism versus commutarianism
  • Neutral versus emotional
  • Specific versus diffuse
  • Achivement versus ascription

Attitudes to time

Attitudes to environment

We may define four types of corporate culture, which vary cónsiderably in how they think and learn, how they change and how they motivate, reward and resolve conflicts. This is a valuable way to analyse organisations, but it does have the risk of caricaturisation. There is a temptation to oversimplify what is really quite complex. The four types can be described as follows

  • The family
  • The Eiffel Tower
  • The guided missile
  • The incubator 

Each of these types of corporate culture are "ideal types". In practice the types are mixed or overlaid with one culture dominating.

Image
Corporate Images
 

Characteristics of the four corporate cultures:

  Family  Eiffel Tower  Guided missile  Incubator 

Relationship
between
employes

Diffuse
relationships to
organic whole
to which one
is bonded.		 Specific role
in mechanical
system of
required
interactions.		 Specific tasks in
cybernetic
system targeted
upon shared
objectives.		 Diffuse,
spontaneous
relationships
growing out of
shared creative
process.
Attitude to
authority		 Status is
ascribed to
parent figures
who are close
and powerful. 		 Status is
ascribed to
superior roles
who are distant
yet powerful. 		 Status is
achieved by
project group
members who
contribute to
targeted goal. 		 Status is
achieved by
individuals
exemplifying
creativity and
growth. 
Ways of
thinking and
learning 		 Intuitive, holistic,
lateral and error-
correcting. 		 Logical, analytical,
vertical and
rationally
efficient. 		 Problem-centred,
professional,
practical, cross-
disciplinary. 		 Process-oriented,
creative, ad hoc,
inspirational. 
Attidtudes to
people 		 Family members  Human
resources. 		 Specialists and
experts. 		 Co-creators. 
Ways of
changing 		 "Father" changes
course.		 Change rules
and procedures. 		 Shift aim as
target moves. 		 Improvise and
attune. 
Ways of
motivating
and rewarding 		 Intrinsic
satisfaction in
being loved and
respected.
Management by
subjectives. 		 Promotion to
greater position,
larger role.

Management by
job description. 		 Pay or credit
for performance
and problems
solved.
Manangement by
objectives 		 Participating in
the process of
creating new
realities.
Management by
enthusiasm. 
Criticism and
conflict
resolution 		 Turn other
cheek, save
others' faces,
do not lose
power game 		 Criticism is
accusation of
irrationality
unless there are
procedures to
arbitrate conflicts. 		 Constructive
task-related only,
then admit error
and correct fast. 		 Must improve
creative idea,
not negate it. 

Buchlink: http://info.schneeweiss.org/los/component/option,com_booklibrary/task,view/id,88/Itemid,97/

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