1. Culture The collective programming of the mind which distinguishes
the members of one group or category of people from another.
(Hofstede)
The underlying values, beliefs and codes of practice that makes
a community to what it is. (Fincham/Rhodes)

2. Areas for cultural differences (Hofstede)
Social inequality, relationship with authority
Relationship between individual and group
Concepts and social implications of femininity
and masculinity
Dealing with uncertainty, control of aggression,
expression of emotion
Long-term orientation or short-term orientation to life

3. Some central aspects of culture
Evaluative - social expectations and standards
- values/beliefs that people hold central
- values/beliefs that bind groups of people
Material - signs/symbols that an organization is recognized by
- events/behaviours/people that embody the culture
Interactive - web of communication that constitute a community

4. The culture ‘onion’ diagram
Symbols
Rituals
Values
Heroes
Culture on different levels of depth in a person/organization

5. Values and organizational culture
Organizational climat how the culture shows and are
expressed in an organization
Organizational culture the mutual values and ideas on how
things function and ought to be done
Organizational values the basic principles and general
convictions that are shared by the
members
Perceptibility

6. Why values? Tells what can be done in situations of choice right/wrong
Bases what is correct behaviour standards
Tells what can be done in situations of choice right/wrong
Gives arguments why something must be done motivation
Say who we are (in in relations to others) self-esteem

7. Value typology (Allport)
Theoretical values looking for the truth
Economic values use and advantage
Esthetical values harmony
Social values altruism, love
Political values power, influence
Religious values coherence in the wholeness

8. Job values What is it one wants to have from the work?
How do one want to be in work?
* Internal job values the work in itself, oneself in work
* External job values what the work results in for oneself,
consequences of work
Varies:
between persons
between occupational groups
in the individual over time

9. Primary value orientation of leaders
Moral values right or wrong actions
Pragmatic values economic objectives and wishes
Esthetical values harmony and well-being

10. Culture and climate Organizational culture
- the deeper layers of norms and values (the signified)
- which cannot be experienced directly
Organizational climate
- the external expression of the organizational culture (the sign)
- the perceptions, feelings, thoughts, behaviour that is interpreted
by the individual, and which constitute the members experiences
in the organization

11. Values as basis for organizational culture
The degree of sensitivity towards customers/clients
and colleagues/fellow worker
Freedom to develop new ideas
Willingness to tolerate risks
Openness in relation to opportunities and possibilities
for communication

12. Organizational culture
The psychological assets of an organization, which can be used
to predict what will happen to its financial assets in five years’
time. (Hofstede)
A system of common values and ideas on how things functions
and how they are to be done. (Kaufmann/Kaufmann)
The shared set of norms, values and perceptions of realty that
develops in an organization when the members interact with
each other and with the surroundings. (Bang)

13. Divergent views of organization culture
The analytic school The applicable school
- context/history - culture as commitment to goals
- culture as socializing - means of managing successful
force, controlling compnies
the members actions
The managerial school The ‘root metaphor’
- strategy/means for culture is what an organization is
change organization is a manifestation
of human consciousness

14. Basic attributes of organizational culture
Culture is symbolic - organizations exist in the head of people
- defining realty is as important as concretes
- symbolism is vital for sensmaking
Culture is unifying - culture is a process that binds an organization
together
- culture is opposed to conflicts
- culture shows “the rule of the game”
Culture is holistic - culture refers to the essence of an organization
- culture encompasses the organizations realty

15. Approaches to organizational culture
Three different approaches
manifestations how culture is exposed through
heroes, villains, rites and rituals,
legends, buildings, acts/behaviours
knowledge members memories, archives,
pictures, history
construction social construction reflects meaning
and sense, definitions of realty

16. Culture's functions in an organization
Manage behaviour by giving models for action
- give direction for behaviour
- give cognitive maps/models/standards/criteria for action
- control and legitimize action
- show ways of solving organizational problems
Act integrating on organizational members
- create identity
- create commitment
- define organizational boundaries
- be stabilizing over time
Act anxiety reducing in the organization
- a function of behaviour management and integration

17. Corporate culture and change
Basic:
Cultures are resistant to change - tradition
Cultures can be amazingly dynamic - tradition can be adaptive
Creation cultures can be created
Leadership leadership is needed for cultural development
Informality cultures are anti bureaucratic

18. Organizational culture and management
Basic 1:
Leaders and managers influence organizational
culture, strategy an structures to such a degree,
that their personalities will characterise the entirety.
Basic 2:
“Healthy” organizations have a heterogenuous
group of leaders/managers.
“Unhealthy” organizations tend to have a homogenous

19. Leader/manager and organization
Neurotic style Culture Organizational consequences
Suspiciousness Paranoid Distrust, hypersensitivity,
defence, persecution
Depressive Avoidance Lack of initiative and
responsibility, helplessness
Dramatic Charismatic Megalomania, narcissistic,
exhibitionistic, dependency
creating, no room for initiative
Compulsive Bureaucratic Control, dominance and
subordination, perfectionism,
distrust, conformity
Withdrawn Political Lack of communication,
political conflicts, schizoid