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Comparing four major organizational cultures and the challenges faced when transitioning between them

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This presentation looks into 13 dimensions of 4 organizational cultures and compares them to highlight the potential challenges faced by a Business Analyst who has to transition from one culture type ...

This presentation looks into 13 dimensions of 4 organizational cultures and compares them to highlight the potential challenges faced by a Business Analyst who has to transition from one culture type to the next.

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    Comparing four major organizational cultures and the challenges faced when transitioning between them Comparing four major organizational cultures and the challenges faced when transitioning between them Presentation Transcript

    • 1 Copyrights (c) 2010 -1013 Pragmatic Cohesion Consulting Four Major Organizational Cultures and the Challenges faced by Business Analysts who Transition Between them
    • Introduction • This presentation looks into 13 dimensions of 4 organizational cultures and compares them to determine the potential challenges faced by a Business Analyst who has to transition from one culture type to the next. Copyrights (c) 2010 -1013 Pragmatic Cohesion Consulting 2
    • Introduction Copyrights (c) 2010 -1013 Pragmatic Cohesion Consulting 3 • Organizational culture encompasses norms and expectations that influence the way members of an organization think and behave. • Values (what is important) and beliefs (how things are supposed to work) are central components of culture. • Culture is normative and is deep and transcendent. Culture changes very slowly.
    • Introduction • Kurstedt [1] elaborates on the following 4 main organizational culture types proposed by Deal and Kennedy: Copyrights (c) 2010 -1013 Pragmatic Cohesion Consulting 4 Tough-guy, macho culture Work hard/play hard culture Bet-your-company culture Process culture
    • The Four Culture Types • Deal and Kennedy’s 4 culture types are organized according to two dimensions: – The amount of risk routinely encountered by the organization’s line of business – The Speed of feedback received by the organization on the effectiveness of its actions and decisions Copyrights (c) 2010 -1013 Pragmatic Cohesion Consulting 5 Risk Level Feedback Speed
    • The Four Culture Types and Examples Copyrights (c) 2010 -1013 Pragmatic Cohesion Consulting 6 Slow Feedback Fast Feedback High Risk Bet-Your-Company Culture: Capital Goods, Defense, , Biomedical, R&D Departments Tough-Guy, Macho Culture: Marketing Departments, Entertainment Low Risk Process culture: Banks, Insurance, Government Work-Hard / Play-Hard Culture: Sales
    • “Cultural message” Dimension Copyrights (c) 2010 -1013 Pragmatic Cohesion Consulting 7 Slow Feedback Fast Feedback High Risk Bet-Your-Company Culture: “We’ re going to get it right because we can’t run the risk of an error” Tough-Guy, Macho Culture: “We’re backing up the winners because they’ve come through for us before. It’s the stars who produce results ” Low Risk Process culture: ‘We’ll show great patience while the process works itself out. The right process will solve every problem” Work-Hard / Play- Hard Culture: “It is our energy and togetherness that makes this whole engine go”
    • FOCUS Dimension Copyrights (c) 2010 -1013 Pragmatic Cohesion Consulting 8 Slow Feedback Fast Feedback High Risk Bet-Your-Company Culture: “Deliberateness and Stamina” Tough-Guy, Macho Culture: “Speed, not endurance” Low Risk Process culture: “Protectiveness and caution” Work-Hard / Play- Hard Culture: “Persistence”
    • “Team Structure” Dimension Copyrights (c) 2010 -1013 Pragmatic Cohesion Consulting 9 Slow Feedback Fast Feedback High Risk Bet-Your-Company Culture: “Team Players needing stability and relying on experience” Tough-Guy, Macho Culture: “Individualists needing instant feedback” Low Risk Process culture: “Individualists needing predictableness by putting order in work (protecting the system’s integrity)” Work-Hard / Play- Hard Culture: “Team players needing volume (or) active people needing quick, tangible feedback”
    • “Primary Value” Dimension Copyrights (c) 2010 -1013 Pragmatic Cohesion Consulting 10 Slow Feedback Fast Feedback High Risk Bet-Your-Company Culture: “The future” Tough-Guy, Macho Culture: “Employees” Low Risk Process culture: “Technical perfection” Work-Hard / Play- Hard Culture: “Customers”
    • Perspective Dimension Copyrights (c) 2010 -1013 Pragmatic Cohesion Consulting 11 Slow Feedback Fast Feedback High Risk Bet-Your-Company Culture: “Bet your company” Tough-Guy, Macho Culture: “Bet your careers” Low Risk Process culture: “Cover our rear” Work-Hard / Play- Hard Culture: “Bet your sales”
    • “Primary culture element” Dimension Copyrights (c) 2010 -1013 Pragmatic Cohesion Consulting 12 Slow Feedback Fast Feedback High Risk Bet-Your-Company Culture: “Business meetings” Tough-Guy, Macho Culture: “Heroes” Low Risk Process culture: “Red tape (patterns and procedures). (or) Reorganization and titles and formalities” Work-Hard / Play- Hard Culture: “Rites & Rituals”
    • “What people do” Dimension Copyrights (c) 2010 -1013 Pragmatic Cohesion Consulting 13 Slow Feedback Fast Feedback High Risk Bet-Your-Company Culture: “Find a bet and engineer it. Or find a problem and outlast it” Tough-Guy, Macho Culture: “Find a mountain and climb it” Low Risk Process culture: “Find a process and document it, (form exceeds substance) live in an artificial world- the real world ceases to exist” Work-Hard / Play- Hard Culture: “Find a need and fill it”
    • “Measure of worth” Dimension Copyrights (c) 2010 -1013 Pragmatic Cohesion Consulting 14 Slow Feedback Fast Feedback High Risk Bet-Your-Company Culture: “Long-term significant contribution” Tough-Guy, Macho Culture: “High stakes” Low Risk Process culture: “Survival” Work-Hard / Play- Hard Culture: “High volume”
    • “Weakness” Dimension Copyrights (c) 2010 -1013 Pragmatic Cohesion Consulting 15 Slow Feedback Fast Feedback High Risk Bet-Your-Company Culture: “Short-term environmental changes affect stability. Hard time moving quickly.” Tough-Guy, Macho Culture: “Quick feedback diverts resources from long-term. Difficult time marshalling forces” Low Risk Process culture: “Vulnerability to political whim. Stymied by any major change in the external environment” Work-Hard / Play- Hard Culture: “Volume displaces quality. Potential for superficiality”
    • “Range of view” Dimension Copyrights (c) 2010 -1013 Pragmatic Cohesion Consulting 16 Slow Feedback Fast Feedback High Risk Bet-Your-Company Culture: “Long-term” Tough-Guy, Macho Culture: “Short-term” Low Risk Process culture: “Long- term” Work-Hard / Play- Hard Culture: “Short-term”
    • “Who wins the race” Dimension Copyrights (c) 2010 -1013 Pragmatic Cohesion Consulting 17 Slow Feedback Fast Feedback High Risk Bet-Your-Company Culture: “The race is to the sure” Tough-Guy, Macho Culture: “The race is to the quick” Low Risk Process culture: “The race is to the sure” Work-Hard / Play- Hard Culture: “The race is to the quick”
    • “Response of symbolic manager” Dimension Copyrights (c) 2010 -1013 Pragmatic Cohesion Consulting 18 Slow Feedback Fast Feedback High Risk Bet-Your-Company Culture: “Make sure all the basis are covered” Tough-Guy, Macho Culture: “Back the stars” Low Risk Process culture: “Manage through the process” Work-Hard / Play- Hard Culture: “Take advantage of the frenetic pace”
    • “Problem solving approach” Dimension Copyrights (c) 2010 -1013 Pragmatic Cohesion Consulting 19 Slow Feedback Fast Feedback High Risk Bet-Your-Company Culture: “Orchestrate the problem-solving task-force approach to reinforce a sense of deliberateness in the decision- making process” Tough-Guy, Macho Culture: “Deliberately set up competing teams” Low Risk Process culture: “Cultivate outside contacts assuring awareness in adequate time to solve it. Allow the process to manage itself toward a solution. Often the solution chosen will be the design of a new process” Work-Hard / Play- Hard Culture: “Be an active and relentless driver of the problem-solving group”
    • Copyrights (c) 2010 -1013 Pragmatic Cohesion Consulting 20 References: • Kurstedt, H. (2000), Management Systems Theory, Applications, and Design, Virginia Polytechnic Institute and State University - ISE Department, Blacksburg VA. PP 1332-1339 We have developed a qualitative and quantitative model that describes how difficult it becomes to switch between Cultural Types over long periods of time. CONTACT DIDIER for more information.