Cultuurtypes (Deal en Kennedy)

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Het onderscheid tussen†vier generieke†corporate cultuur types. Verklaring van de Cultuurtypes van Deal en Kennedy. (1982)

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Cultuurtypes (Deal en Kennedy)Wat zijn Cultuurtypes? Beschrijving

Terrence Deal en Allan Kennedy waren een van de†eerste schrijvers†over corporate cultuur. In hun boek uit 1982 Corporate Cultures: The Rites and Rituals of Corporate Life, definiŽren zij†organisatiecultuur als 'de manier waarop de dingen hier gedaan worden'.


Deal en Kennedy beweren dat een corporate cultuur gebaseerd is op een samengaan van zes elementen: geschiedenis, waarden en overtuigingen, rituelen en ceremonies, verhalen, heldhaftige figuren en het informele culturele netwerk van verhalenvertellers, roddelaars, fluisteraars, spionnen en priesters. Hun Cultuurtypesmodel onderscheidt vier corporate cultuurtypes, gebaseerd op twee elementen:

  • Snelheid van Terugkoppeling: Hoe snel wordt feedback en beloningen verstrekt†(waardoor de mensen wordt verteld of zij goed of slecht werk afleveren).
  • Risicograad: Het niveau waarop risico's genomen worden (de mate van onzekerheid).

De combinatie van deze twee elementen resulteert†in vier soorten bedrijfsculturen:

  1. Stoere Mannen†Machocultuur (Snelle terugkoppeling en beloning, veel risico):
    • Spanning resulteert uit de hoge mate van risico en de aanzienlijke potentiŽle†afname of toename van de beloning.
    • Focus op het heden, individualisme overheerst teamwork.
    • Typische voorbeelden: reclame, handel in effecten, sport.
  2. Werk Hard,†Speel het Hard†Cultuur (Snelle terugkoppeling en beloning, lage risico's):
    • Spanning resulteert uit de hoeveelheid werk eerder dan uit de onzekerheid.
    • Focus op snelle actie, hoge energieniveaus.
    • Typische voorbeelden: verkoop, restaurants, softwarebedrijven.
  3. Proces Cultuur (Langzame terugkoppeling en beloning, lage risico's):
    • Spanning is over het algemeen laag, maar kan toch optreden als gevolg van†interne politiek en stompzinnigheid van het systeem.
    • Focus op details en perfecte processen.
    • Typische voorbeelden: bureaucratieŽn, banken, verzekeringsmaatschappijen, overheidsdiensten.
  4. Gok Cultuur (Langzame feedback en beloning, veel risico):
    • Spanningen resulteren†uit de hoge risico&apos's en de vertraging die er is voordat duidelijk wordt of de acties goed hebben uitgepakt.
    • Focus op de lange termijn, voorbereiding en planning.
    • Typische voorbeelden: farmaceutische bedrijven, vliegtuigfabrikanten, exploratie van olie.

Boek: Terrence E. Deal, Allan A. Kennedy - Corporate Cultures: The Rites and Rituals of Corporate Life (1982) -

Boek: Terrence E. Deal, Allan A. Kennedy - The New Corporate Cultures (2000) -


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