Part A :
Hello, Blair. Come in and take a seat.
Now, are you ready for the seminar on Friday?
I think so.
Good. What aspect of business have you decided on for your presentation?
I thought I'd talk about corporate culture.
There are many facets of corporate culture - you're not going to try to cover them all, are you?
No - I've been reading research by Robert Quinn and Kim Cameron and they put forward a model of just four distinctive corporate cultures it's called the Competing Values Framework.
Good. Where do you want to start?
I' II start by talking about the Hierarchy Culture.
This is found in a business that observes formal rules, regulations and bureaucracy.
How do the leaders achieve this?
Well, in such a structured and controlled environment,
leaders usually take pride in running stable, organised and efficient operations.
In fact, this may even be part of their mission statement.
They rely on their power, status and the importance of their position to manage their workers.
What sort of company is most likely to have a hierarchy culture?
Well, a few smaller firms might have some of the elements of the hierarchy culture in their day-to-day operations,
but on the whole I think this culture is typical of government bodies and big corporations.
Very good. What's next?
I'd then move on to discuss Market Culture.
Very popular in the 1960s, I believe,
and quite similar to the hierarchy culture in that it also emphasises stability and control.
Yes, but the main point of difference is that market culture attaches a great deal of importance to external relationships with stakeholders such as customers, suppliers and creditors.
Why are these particular associations important to a market culture?
I suppose because successful Interactions with these people would increase the company's productivity.
Do you know whether this practice does have the desired effect?
Well, according to studies carried out by Angelo Kinicki and his colleagues in the School of Business at ...
Arizona State University ...
Yes, um ... where was I? Oh, oh, right,
um, Kinicki and the others revealed that this culture type tended to generate the greatest financial results,
probably as a result of their focus on competition and achievement.
Part B :
All right, now, what's next?
Clan Culture ...
you know, I think I'd like to work in a clan culture.
Oh, yes? Why's that?
Well, a clan culture is more like a family than a rigid, structured organisation.
What do you mean by 'like a family'?
Well, it's more focussed on teamwork and morale.
It's probably not surprising that this type of culture results in the greatest level of satisfaction among employees.
What about the internal structure of a clan-type business?
It's quite flat, really, nothing like the hierarchy type we talked about before.
There is usually just a single leader or owner whose role is quite paternalistic,
and he, although I suppose it could be a she,
would act as a mentor, guiding, nurturing and encouraging employees.
I can see that ongoing employee training would be characteristic of this kind of business.
Definitely. And, in a company like this, loyalty would be very important.
Also, management would want to know that everyone within the company had the same ideas and objectives.
You know ... my brother works for a company like this and he absolutely loves his job and puts everything into it.
He's extremely loyal and devoted and thinks he's very lucky.
He probably is lucky to have a job he enjoys.
Yes, well, he's better off there than in an Adhocracy Culture.
But adhocracy does appeal to a certain type of person ...
Yes,if you're adaptable and don't mind lots of changes all the time.
What's most important in an adhocracy culture?
It would have to be flexibility and innovation and the ability to react swiftly to a changing market,
competition or other factors in the external environment.
What kind of leadership would you expect in this culture?
They would be entrepreneurs who welcome change,
are not afraid of taking risks, and are always seeking growth opportunities.
Workers would be urged to try out new ideas and not sit back taking things for granted.
To an outsider, especially someone from a hierarchy culture, this kind of culture might look a bit chaotic and disordered but it is innovative,
forward-looking and adjusts rapidly to change.
Okay, Blair, I think you've got the basics of a good presentation and you¡¯ve responded well to my questions.
Just one further question, and then I'll let you go ...
Question 21 - 26
Complete the table below:
Write NO MORE THAN THREE WORDS AND/OR A NUMBER for each answer.
25. (external) relationships
26. financial results