3.10: strategic change

• the behaviour of the senior staff (bosses etc) helps clearly show the culture of a business
• some businesses use psychometric tests to help ensure new employees are well suited to the job and will continue the culture
• the cultural differences in countries should be considered so that the target market is satisfied
• a healthy culture is one that meets the real needs of customers, the staff have a 'can do' attitude anjd exists for a force for good
• POWER culture

  • centralised and automatic power that is held by a small number of individuals
• POWER culture

  • possible employee misconduct (ethical issues) when attempting to please the main decision maker
• ROLE culture

  • dependent on an invidiuals job role, and not the personal skills and qualities of the individual.
• ROLE culture

  • this is usually done for staff to avoid mistakes
• ROLE culture

  • suited to a stable enviroment
• TASK culture

  • no single power source
  • projects are allocated to employees in different departments
  • flexible
  • groups are disbanded once projects are completed
• PERSON culture

  • individuals are encourages to build skills and enhance their expertise with employees of a similar background
• PERSON culture

  • usually found in professional roles where staff are knowlegable in complex fields