文化はタイプする(Dealおよびケネディ)

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文化タイプは何であるか。 記述

Terrence Dealおよびアランケネディは企業体質について書くべき第1の中にあった。 1982の本の企業体質: 企業の生命の儀式そして儀式、彼らは方法事がこの辺になされると同時に組織文化を定義する。

Dealおよびケネディは6つの要素の連結に企業体質を基づいている論争する: 語り手、gossipers、whisperers、スパイおよび司祭の歴史、価値および確信、儀式および式、物語、英雄的な数字、数値および非公式の文化的なネットワーク。 文化タイプモデルは2つの要素に基づいて4つの企業体質のタイプを、区別する:

• フィードバックの速度: いかにすぐにありなさいか提供されるフィードバックおよび報酬(を通して人々が言われるかどれをよくか悪い仕事をしている)。
• 危険度: 冒険心(不確実性のある程度)のレベル。

4つのタイプの企業体質のこの2つの要素の決算、業績の組合せ:

1. 堅人のたくましい文化(速いフィードバックおよび報酬、危険度が高い):
   • 報酬の危険度が高く、高く潜在的な減少または増加からの圧力の決算、業績。
   • 今焦点はチームワークに、個人主義勝つ。
   • 典型的な例: の仲介手数料、スポーツ広告。
2. 働堅く、演劇堅い文化(速いフィードバックおよび報酬、危険度が低い):
   • 圧力は量の仕事からよりもむしろ不確実性起因する。
   • 高速行為、エネルギーのハイレベルの焦点。
   • 典型的な例: 販売、レストラン、ソフトウェア会社。
3. プロセス文化(遅いフィードバックおよび報酬、危険度が低い):
   • 圧力は一般に低かったり、しかしシステムの内部政治そして愚かさから来るかもしれない。
   • 細部およびプロセス卓越性の焦点。
   • 典型的な例: 官僚主義、銀行、保険会社、公共事業。
4. 賭けあなたの会社文化(遅いフィードバックおよび報酬、危険度が高い):
   • 圧力は危険度が高いおよび遅れから行為が完済したかどうか知っている前に起因する。
   • 長期、準備および計画の焦点。
   • 典型的な例: 薬品会社、航空機製造会社、石油探鉱の会社。

本: Terrence e. Deal、アランa.ケネディ-企業体質: 企業のLife (1982年) -の儀式そして儀式

本: Terrence e. Deal、アランa.ケネディ-新しい企業体質(2000年)

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文化タイプをと比較した: Levels of Culture  |  Changing Organization Cultures  |  Cultural Dimensions  |  Groupthink  |  Core Group Theory  |  ContingencyTheory  |  Change Management Iceberg  |  Change Phases  |  Force Field Analysis  |  Planned Behavior  |  Leadership Continuum  |  Cultural Intelligence

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