MNGT 220 Week 6 Tutorial Questions Culture and Strategy

Question 1 Use the questions in Exhibit 4.12 to plot out a tentative cultural web for Lancaster University. What insight into the paradigm (i.e. core values, beliefs and assumptions) does your analysis of the various elements of the culture web offer? What are the key management issues arising form your analysis?

Question 1

Stories What core belief do the stories in my place reflect? How pervasive are these beliefs (through the levels of the organisation)? Routines and rituals Which routines are emphasised in my organisation? What behaviour do routines encourage? What are the key rituals? What core beliefs do they reflect? How easy are the rituals/routines to change?

Question 1 Organisational structures How mechanistic/organic are the structures in my organisation? Do structures encourage collaboration or competition? What types of power structure do they support? Power structures What are the core beliefs of the leadership in my organisation? How strongly held are these beliefs? How is power distributed in the organisation?

Question 1 Control systems What is most closely monitored/controlled in my organisation? Are controls related to history or current strategies? Symbols What language and jargon are used in my place of work? How internal or accessible are they? What aspects of strategy are highlighted in publicity? Overall What is the dominant culture? How easy is this to change?

Question 2 Make a list of the advantages and disadvantages of the French and English corporate cultures described. Make a list of the advantages and disadvantages of the French and English corporate cultures described. Imagine you work for either a French or English company considering a cross border merger what cultural clashes might arise and how could they be handled? Imagine you work for either a French or English company considering a cross border merger what cultural clashes might arise and how could they be handled?

Question 2 English: English: Less bureaucracy. Less bureaucracy. More participation in the decision making process. More participation in the decision making process. Decisions are harder to be communicated through the levels of the organization. Decisions are harder to be communicated through the levels of the organization.

Question 2 French: French: Official communication of the decisions. Official communication of the decisions. More rational approach to decision making. More rational approach to decision making. More autocratic, less participation in decision making. More autocratic, less participation in decision making.

Question2 French managers might resent that they have to include other lower level managers in the decision making process after the merge. French managers might resent that they have to include other lower level managers in the decision making process after the merge. English managers might resent that they are no longer allowed to follow their instincts and have to use analytical approaches. English managers might resent that they are no longer allowed to follow their instincts and have to use analytical approaches.

Question 2 Meetings have to be carefully planned. There might be conflict with people in lower levels of the organization who are used to the French culture feeling left out when not called to the meetings and people in higher positions who are used to the English culture feeling uncomfortable having call to the meeting people who do not have the right to decide. Meetings have to be carefully planned. There might be conflict with people in lower levels of the organization who are used to the French culture feeling left out when not called to the meetings and people in higher positions who are used to the English culture feeling uncomfortable having call to the meeting people who do not have the right to decide.