Kulturtypen (Deal und Kennedy)

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Was sind Kulturtypen? Beschreibung

Terrence Deal und Allan Kennedy gehörten zu den Ersten, die über Unternehmenskultur schrieben. In ihrem Buch von 1982, Corporate Cultures: The Rites and Rituals of Corporate Life, definieren sie organisatorische Kultur als die Art und Weise, wie Sachen erledigt werden.

Deal und Kennedy argumentieren, dass Unternehmenskultur auf dem Zusammenspiel von sechs Elementen basiert: Geschichte, Werte und Überzeugungen, Rituale und Zeremonien, Geschichten, heroische Gestalten und das informelle kulturelle Netzwerk von Märchenerzählern, Schwätzern, Flüsteren, Spionen und Priestern. Ihr Kulturtypen-Modell unterscheidet vier unternehmerische Kulturtypen, basierend auf zwei Elementen:

• Feedbackgeschwindigkeit: Wie schnell werden Feedback und Honorierungen bereitgestellt (wodurch den Leuten mitgeteilt wird, ob sie gute oder schlechte Arbeit leisten).
• Risikograd: Das Niveau der Übernahme von Risiken (Grad an Ungewissheit).

Die Kombination dieser zwei Elemente resultiert in vier Unternehmenskulturtypen:

1. Tough-Guy Macho-Kultur (schnelles Feedback und schnelle Honorierung, risikoreich):
   • Druck resultiert aus dem hohen Risiko und der hohen Wahrscheinlichkeit einer Reduzierung oder Erhöhung der Vergütung.
   • Fokus auf das Hier und Jetzt, Individualismus siegt über Teamwork.
   • Typische Beispiele: Werbung, Wertpapierhandel, Sport.
2. Work-Hard, Play-Hard-Kultur (schnelles Feedback und schnelle Honorierung, risikoarm):
   • Druck resultiert aus der Menge an Arbeit anstatt aus der Ungewissheit.
   • Fokus auf schnelles Handeln, hoher Arbeitsaufwand.
   • Typische Beispiele: Verkauf, Restaurants, Software-Unternehmen.
3. Verfahrenskultur (langsames Feedback und langsame Honorierung, risikoarm):
   • Druck ist im Allgemeinen niedrig, kann aber aus der internen Unternehmenspolitik und aus der Stupidität des Systems resultieren.
   • Fokus auf Details und hervorragende Prozesse.
   • Typische Beispiele: Öffentlicher Dienst, Banken, Versicherungen, Versorgungsunternehmen.
4. Bet-Your-Company-Kultur (langsames Feedback und langsame Honorierung, risikoreich):
   • Druck resultiert aus hohem Risiko und aus der Zeitverzögerung, bevor man weiß, ob sich die Aktivitäten auszahlen.
   • Fokus auf lange Sicht, Vorbereitung und Planung.
   • Typische Beispiele: Pharmaunternehmen, Flugzeugbauer, Ölförderungsunternehmen.

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

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

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