Organisational culture - part 4

In this lesson

1. 0:00 Dennison and Mishra culture model
2. 1:00 Consistency culture in stable environments
3. 2:13 Mission culture and customer focus
4. 3:10 Involvement culture and employee satisfaction
5. 4:03 Adaptability culture in changing markets
6. 4:42 Deal and Kennedy strong culture theory
7. 5:55 Bet your company culture explained
8. 6:25 Process oriented culture framework
9. 7:06 Tough guy macho culture dynamics
10. 7:50 Work hard play hard culture approach

About this lesson

You'll also explore Deal and Kennedy's framework, which categorises cultures by risk level and feedback speed, helping you understand why different organisations develop distinct cultural characteristics. Understanding these models is essential for Strategic Business Leader and E3 Strategic Management papers, where you'll need to analyse how culture shapes strategic success. The Dennison and Mishra model presents four distinct cultures. Consistency culture thrives in stable internal environments, prioritising efficiency and reliability. Mission culture works in stable external environments where customer focus creates strong organisational purpose. Involvement culture emphasises internal employee satisfaction and participation to drive performance, working from inside out. Adaptability culture focuses externally on rapidly changing environments, encouraging innovation and inquisitiveness to stay responsive. Deal and Kennedy's strong culture theory uses risk level and feedback speed to identify four culture types. Bet your company culture suits high-risk, slow-feedback environments like property development, requiring stamina and calculated risk-taking. Process-oriented culture fits low-risk, slow-feedback settings, valuing technical competence and bureaucratic stability. Tough guy macho culture thrives in high-risk, fast-feedback environments, demanding quick decisions and high pressure tolerance. Work hard, play hard culture operates in low-risk, fast-feedback settings, emphasising team focus and customer responsiveness. Deal and Kennedy argue that stronger, more extreme cultures tend to perform better in their specific environments, though successful companies often blend elements from multiple types.

Duration: 9m