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Strategic Management 7 Internal Analysis
• Stories: Events and people from the past and present.
• Rituals and routines: Procedures for doing things within the organisation.
• Control systems: The level of control by which activities are controlled.
• Organisational structures: Formal and informal power relationships.
• Power structures: Groups/functions/departments of the organisation that are associated with the core
assumptions of the organisation.
• Symbols: Logos, office layouts, titles, etc. that reflect hierarchy or difference.
• Paradigm: Encapsulates and reinforces the behaviours observed in the other elements of the web.
7.6.5 Corporate culture
Definition: Harrison called corporate cultures ‘organisational ideologies’ or ‘the way we do things round here’
Harrison’s questionnaire method produced four distinct types:
• Power cultures, based on one or a few powerful central individuals who motivate by a combination of
patronage and fear, and make little use of written rules (this is likely to be the dominant type of culture in
small, family-managed businesses).
• Role cultures, which are impersonal and rely on formalised rules and procedures to guide decision-making
in a standardised, bureaucratic way (e.g. civil service and traditional, mechanistic mass-production
organisations).
• Task or achievement cultures, which are typified by teamwork, flexibility and commitment to achieving
objectives, rather than emphasis on a formal hierarchy of authority (perhaps typical of some advertising
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