Organisational Culture – What you need to know

What are the dimensions of Organisational Culture?

Organisational Culture is defined as the way in which members of an organisation relate to each other, their work and the outside world in comparison to other organisations. It can either enable or hinder an organisation’s strategy.

Our Multi-Focus Model on Organisational Culture is the result of a study on organisational cultures research which showed that a large part of the differences among the units could be explained by six factors related to concepts within the field of organisational sociology. These six factors became the six dimensions of Organisational Culture.

It is important to keep in mind that, from a strategy and culture alignment point of view, the individual dimensions work together. Each dimension is independent from the other dimension, yet they can reinforce or mitigate each other´s relative impact.

Are you working on Diversity and Inclusion? Dimensions to keep in mind are Organisational Effectiveness, Professional focus and Approachability.

Are you facing issues with agile ways of working? Dimensions to keep in mind are Organisational Effectiveness and Level of Control. These two dimensions also connect to innovation.

DIMENSION 1: ORGANISATIONAL EFFECTIVENESS

Means-Oriented VS. Goal-Oriented

This dimension is closely connected to the effectiveness of the organisation. In a means-oriented culture, the key feature is the way in which work has to be carried out; people identify with the “how”. In a goal-oriented culture, employees are primarily out to achieve specific internal goals or results, even if these involve substantial risks; people identify with the “what”.

In a highly means-oriented culture, people perceive themselves as avoiding risks and making only a limited effort in their jobs, while each workday is pretty much the same. However, in a very goal-oriented culture, the employees are primarily out to achieve specific internal goals or results, even if these involve substantial risks.

DIMENSION 2: CUSTOMER ORIENTATION

Internally Driven VS. Externally Driven

In a highly internally driven culture employees perceive their task towards the outside world as a given, based on the idea that business ethics and honesty matter most and that they know best what is good for the customer and the world at large.

In a very externally driven culture the only emphasis is on meeting the customer’s requirements; results are most important and a pragmatic rather than an ethical attitude prevails.

DIMENSION 3: LEVEL OF CONTROL

Easygoing Work Discipline VS. Strict Work Discipline

This dimension refers to the amount of internal structuring, control, and discipline. A very easygoing culture reveals a fluid internal structure, a lack of predictability, and little control and discipline; there is a lot of improvisation and surprises. A very strict work discipline reveals the reverse. People are very cost-conscious, punctual and serious.

DIMENSION 4: FOCUS

Local VS. Professional

In a local company, employees identify with the boss and/or the unit in which one works. In a professional organisation, the identity of an employee is determined by his profession and/or the content of the job.

In a very local culture, employees are very short-term directed, they are internally focused and there is strong social control to be like everybody else. In a very professional culture it is the reverse.

DIMENSION 5: APPROACHABILITY

Open System VS. Closed System

This dimension relates to the accessibility of an organisation. In a very open culture newcomers are made immediately welcome, one is open both to insiders and outsiders, and it is believed that almost anyone would fit in the organisation. In a very closed organisation it is the reverse.

DIMENSION 6: MANAGEMENT PHILOSOPHY

Employee-Oriented VS. Work-Oriented

This aspect of organisational culture is most related to the management philosophy. In very employee-oriented organisations, members of staff feel that personal problems are taken into account and that the organisation takes responsibility for the welfare of its employees, even if this is at the expense of the work. In very work-oriented organisations, there is heavy pressure to perform the task even if this is at the expense of employees.

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