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14 Dimensions of Organizational Culture in 2 Theories

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Understanding a set of values ​​used to describe an organization’s culture helps us identify, measure, and manage it more effectively. These are the dimensions of organizational culture. There are two dominating theories talked about this issue. The majority of people search for purpose, community, and advancement as the three main factors that would actually motivate and engage them in their job. These three principles form the cornerstone of a robust corporate culture.

A seven-dimension Organizational Culture Profile (OCP), is a framework that provides a variety of insights into organizational culture. The OCPs have primarily mentored Charles A. O’Neill III, Jennifer Chatman, and David F. The person organized by Caldwell created a device for the fit of the organization. In theory, employees have the same basic cultural ideas and values ​​that work for the company.

What aspects of corporate culture are there? the five main elements that make up an organization’s culture: (1) Dominant Culture and Subcultures; (2) Strong Culture and Weak Culture; (3) Mechanistic and Organic Cultures; (4) Authoritarian and Participative Cultures; and (5) National Culture vs. Organizational Culture.

Dimensions-of-organizational-culture: OCP Theory

According to the OCP, each corporation can be described as one of the following dimensions of Organizational Culture.:

1. Aggressive

While some companies value collaboration, others value aggressive competition. The makers of 3D printers are willing to make enemies for Stratasys, survival, and improvement. Strategy 3D has grown rapidly through growth, takeover, and malaria to gain a dominant position in the printer industry. Sometimes, the aggressive approach to Stratasys has gotten into the legal battle of the company — but the company is doing well.

2. Results based

Fruit-based business is all about results. For example, at RE / MAX, employees are trained to sell products and evaluate their sales performance. RE / MAX, short for “Real Estate Maxims,” ​​is an American international real estate company that operates through a franchise system. The number one market share has been held between the United States and Canada since 1999.

3. Stable

Employees of a stable corporation know exactly who is in charge, who to report to, and what they are expected to achieve. For example, Kraft Foods is a very stable organization with a strong bureaucracy. While this is consistent, however, Kraft is not known for innovation or creativity.

4. Detail based

Not surprisingly, detail-oriented companies are all about attention to detail. These companies tend to be in customer-based industries that value such precision. For example, Four Seasons Hotels is dedicated to providing customers with the services they love, and they keep a record of each guest’s experiences, likes, and expectations. Employees working for four seasons must have an eye for detail and keep growing on the fine details.

5. Innovative

Those who want the chance to discover new products or services are W.L. Gore & Associates, maker of Gore-Tex, or 3M. These companies not only encourage innovation but give the employees company time to work on their own projects. This approach can have wide-ranging consequences of exciting new products developed by engineers or scientists doing their own work.

6. People-based

If you work for a people-based corporation, you can expect the company to take care of you. They are supporters of the values ​​of fairness and the rights and dignity of individuals. Software company SAS is a good example of a people-based company that offers unlawful benefits to many of its employees, including on-site childcare. CEO Jim Gooditan’s philosophy is, “Treat employees as they make a difference, and they will.” The result: a dedicated and dedicated workshop.

7. Team-based

Employees who want to collaborate and collaborate with team members work well in team-based organizations. For example, Whole Foods expects its staff to act as members of teams and to assist other team members. It creates strong, strong relationships within the work group.

Dimensions-of-organizational-culture

1. Geert Hofstede’s theory

An organization’s culture activists, leaders, and work groups interact and interact with each other on a regular basis. Company culture is collectively comprised of values, beliefs, values, languages, symbols, and practices.

Understanding and understanding your company’s culture (and the culture of any other company) can be quite beneficial. A fit between your personality and your company culture is of serious importance to both your happiness and your success. If you are welcoming and not related to you, it will affect your professional relationships and drive and desire to excel.

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Hofstede’s cultural dimensions theory

On the Global and Organizational Culture, Geot Hofstede, the social psychologist and most authority, defined six dimensions:

2. Local vs. Professional

In the local organizational culture, employees identify with their boss and their colleagues. This type of environment risks low levels of diversity, as social pressures are somehow meant to work, look, and talk. However, this allows for a great number of predicted value forecasts. In an organization with a professional culture, employees identify the content of their profession or work.

3. Open vs. closed system

In an open manner, newcomers are easily welcomed. People get involved and adopt approaches that will fit well with the organization. A closed system is more exclusive, where newcomers will have to prove themselves. Open culture managers and leaders are accessible, and thus tend to see higher employee satisfaction.

4. Employee-versus-work-centered

In a culture with an employee-centered management philosophy, leaders take on the responsibility of giving their employees happiness, well-being, and satisfaction. This is true even at the expense of productivity. In a work-centered culture, monitoring high performance can cost staff. In this environment, there is a low level of empathy for personal problems.

5. Meaning- versus goal-oriented

A way-based culture emphasizes how the work is done. The way people do things and emphasize a way to avoid risk. At the opposite end of the spectrum, a goal-oriented culture identifies with what gets done. There is a strong focus on achieving an end result. Of the six dimensions, these dimensions are most strongly correlated with organizational effectiveness; Organizations with goal-oriented cultures are more effective than money-based cultures.

6. Internal vs. external driven

In an internally driven culture, employees see themselves as experts; They know what’s best for the client and the customer and they work accordingly. As Steve Jobs put it, “A lot of times people don’t know unless you show it to them.” On the other hand, employees working in an externally driven culture are very customer-oriented and the customer wants what they do. Their mantra can be, “customer is always right” and their favorite metric can be customer satisfaction.

7. Easygoing vs. hard-working discipline

Refers to the amount of work discipline structure and control. In a straightforward culture, the method of working is informal, loose, and unpredictable, and these features facilitate a high level of innovation. But like you start to be good and wish to improve and optimize! In a rigorous culture, there is a fair amount of planning, which leads to efficiency and productivity. People take time seriously and delegate work with detailed instructions.

Related: Minimum Wage Policy Guide Determines Minimum Wage Budget

Take away

There is no “best” type of corporate culture, and many large corporations actually display multiple cultures. For example, sales segments may have an aggressive culture, while marketing is more team-oriented. In general, however, corporations can be grouped into the aforementioned categories.

You can read through this list, you can easily pick which type of culture you like and which does not fit you. Most of the time, our choices and the cultures of our company are somewhere in the middle of the polar final described in this article, more moderate and appropriate.

It is important to remember that these dimensions of organizational culture are neither good nor bad. However, the end of the spectrum on the extreme side can cause dysfunction; For example, when an organization’s goals are inappropriate for the culture or when a group is not well integrated with their environment.

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