MGMT100 Lecture Notes - Lecture 7: Focusing, Systems Theory, Explicit Knowledge
MGMT100 – Managing: People, Systems and Culture
Week 7 Workshop
Organisational Culture
Culture:
• The aggregate of beliefs, attitudes, values, assumptions and ways of thinking that is
shared by members of an organisation and taught to new members
• Each organisation has its own unique culture distinguished by:
- Beliefs and philosophy
- Approaches to decision making and problem solving
• Based on the values and principled displayed by leaders
• Culture determines how a company responds to threats and opportunities
• Weak Cultures:
- Have little agreement on beliefs, values and norms of member behaviour
- San work against strategy implementation
- No deeply felt sense of identification within the organisation
- Culture has little meaning to employees and managers
• Characteristics of low-performance cultures:
- Associated with weak culture
- Insular thinking
- Resistance to change
- Politicised internal environment
- Unhealthy promotion practices
• Strong Cultures:
- Good for the bottom line
- Clear set of principles and values
- Contributes to a competitive advantage
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Document Summary
Culture: the aggregate of beliefs, attitudes, values, assumptions and ways of thinking that is shared by members of an organisation and taught to new members, each organisation has its own unique culture distinguished by: Approaches to decision making and problem solving: based on the values and principled displayed by leaders, culture determines how a company responds to threats and opportunities, weak cultures: Have little agreement on beliefs, values and norms of member behaviour. No deeply felt sense of identification within the organisation. Culture has little meaning to employees and managers: characteristics of low-performance cultures: All values are shared throughout the organisation. Does not significantly change when a new leader is chosen: factors contributing to strong culture: Strong founder or leader develops principles, practices and behaviour for: custo(cid:373)ers" (cid:374)eeds, strategic requirement, competitive conditions. Unwavering commitment from: employees, customers, shareholders, other stakeholders, characteristics of high-performance cultures: Emphasis on achievement and excellence: leadership and culture:
