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CMN1148 (58)
Chapter 5

Cultural Approaches Chapter Five- January 27th 2011.docx

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Department
Communication
Course
CMN1148
Professor
Rumaisa Shaukat
Semester
Winter

Description
Cultural Approaches; Chapter Five, Prescriptive View of culture;  ­ Deal and Kennedy’s strong cultures ­ Assumptions; business success can be enhanced through the development of a  strong culture ­ D&K identified 4 components of a strong culture ­ Peters and Waterman’s “excellent cultures” If people belong to a high context culture (more figurative, imaginative and innovative)  or a low context culture (more statistics, numbers etc easy facts).  Communicating the  right information to different people.  Rituals and Rights; some company’s greet each other, other company’s have 15 minute  meetings every morning, end of the month picnics etc. Looking at different cultures in the  workplace.  Looking into values, culture networks, and seeing how they are different. Culture comes  in layers.  Peter and Watermand’s themes for organizational excellence cont..  ­ A bias for action ­ Close relations to the costumers (close relationship with the costumer, very quick  for feedback and proactive with how to deal with positive and negative criticism.) ­ Autonomy and entrepreneurship ­ Productivity through people (managers need to have a quality relationship and  respect from their employees) ­ Hands­on, value­driven (people have different education, experience, etc you  have to have the responsibility to show and explain a clear answer with how to do  the tasks).  ­ Stick to the knitting; let people do what they are really good at.  ­ Simple forms, lean staff; not too many high managers so the employees do not get  confused with whom to go to and talk. Also that the mangers that are in charge are  approachable.  ­ Simultaneous loose­tight properties; very strong way of purpose, what costumers  want, what demands are being wanted, but still they have diversity.  Alternative approaches to culture ­ Organizational cultures are complicated ­ Organizational cultures are emergent ­ Organizational cultures are not unitary ­ Organizational cultures are often ambiguous Schein’s model of culture; the onion model ­ According to Shein (19920 culture is.. “ A pattern of shared basic assumptions that the group learned as it solved its  problems of external adaptation and internal integration, that has worked well  enough to be considered called and therefore to be taught to new members as the  correct way to perceive think and feel in relation to those problem” (pg 12)  If you want to change your company, you have to create a culture that people  understand. You have to make it so th
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