Culture Types
Allan Kennedy and Terrence Deal were among the first to compose regarding corporate culture. In the 1982 book Corporate Cultures: The Rites and Rituals of Corporate Life, they set organizational culture as the means things get acted around here.
Kennedy and Deal indicate corporate culture is grounded on an interlinking of six elements: history, rituals, values and beliefs and stories, heroic figures ceremonies and the friendly cultural network of storytellers, gossipers, priests, whisperers and spies. Their Culture Types model discerns four corporate culture types, grounded on two elements:
- Feedback Speed: How rapidly are rewards and feedback rendered (through which the people are stated they are doing a bad or a good job).
- Degree of Risk: The stage of risk taking (degree of uncertainty).
The collection of these two elements effects in four types of corporate cultures:
Tough-Guy Macho Culture (High risk, fast feedback and reward): Stress outcomes from the high potential and the high risk increase or decrease of the reward. Focusing on now, individualism persists over teamwork.
General illustrations: advertising, sports, brokerage.
Play-Hard, Work-Hard Culture (Fast feedback and low risk, reward): Stress outcomes from amount of work rather than doubtfulness. Concentration on high levels of energy and high-speed action.
General illustrations: sales, software companies, restaurants.
Process Culture (Slow feedback and low risk, reward): In general, stress is low, but may fall from stupidity and internal politics of the system. Focus on process excellence and details.
General illustrations: banks, bureaucracies, public services, insurance companies.
Bet-Your-Company Culture (Slow feedback and high risk, reward): Stress outcomes from high risk and hold up before experiencing if actions have paid off. Concentration on long-term, planning and preparation.
General illustrations: pharmaceutical companies, oil prospecting companies, aircraft manufacturers.
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