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Summary Corporate Culture and Management year 2 quarter 2 Avans
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Corporate Culture and Management year 2 quarter 2 Avans
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Table of contentsWeek 1 – corporate strategy.......................................................................................................................... 3
Week 2 - Leadership...................................................................................................................................... 9
Week 3 - Types of Corporate cultures........................................................................................................... 16
Factors in each model........................................................................................................................................21
Relationship between employees.................................................................................................................21
Attitude to authority......................................................................................................................................21
Ways of thinking and learning.......................................................................................................................21
Attitudes to people........................................................................................................................................21
Managing change...........................................................................................................................................21
Week 4 – organizational structure and design..............................................................................................22
Week 5- Conflict styles across cultures and communication and work patterns in linear active, multi- active
and reactive cultures. Part. 1........................................................................................................................ 26
Week 6- Communication and work patterns in linear active, multi-active and reactive cultures and
communicating feedback across cultures. Part. 2.......................................................................................... 29
Week 7- Organizational development and change........................................................................................31
To study:
Chapters: 12,14,15,16,17
This module deals with the following topics:
- Organisational strategy and planning;
- Leadership styles and characteristics;
- Organizational structure and design;
- Organizational development and change;
- Egalitarian corporate culture;
- Hierarchical corporate culture;
- Linear active, multi-active and reactive cultures;
- Person oriented corporate culture;
- Task oriented corporate culture;
- Conflict styles across cultures;
- Communicating feedback.
Learning objectives By the end of this module you are able to:
1. Compare the implications of leadership styles in specific situations (related to TW22 and
TW 23);
2. Evaluate the way organisations are structured using models for organizational structure
(related TW 22 and TW23);
,3. Analyse the impact of strategic decisions on organizational change (related to TW22 and
TW23);
4. Distinguish different conflict styles that are applied across cultures so that you can identify
conflict situations when working with people of different cultural backgrounds (related to
LW11). Page 5 of 11 Avans School of International Studies, International Business
5. Classify different types of corporate cultures so that you can identify the degree of
centralization and task orientation pertaining to the corporate culture of any organization
(related to LW14).
6. Examine communication and work patterns in linear active, multi-active and reactive
cultures so that you can identify these patterns in any country and organization in which you
will work (related to LW14).
,Week 1 – corporate strategy
- Re-study: Reader on strategy, based on Jones & George (2009) on Planning and
Strategy, already covered last year (see Brightspace)
- Read (recommended) Reader on strategy, based on Mintzberg (1987) on Five P’s of
Strategy (see Brightspace)
Why?
Mission, Vision, Purpose (goals)
Mission: where are we now?
= the essential purpose of the organization concerning particularly WHY it exists, the nature
of the business it is in and the customers it serve and satisfy
- Who are we
- What do we do
- Who are our customers
- What are our valiees
Deals with the present, short clear and won’t change overe time (last a long time)
Linkedin: connect the worlds professionals to make them more productive and professional
McDonalds: Be customers favorite place and way to eat and drink-> Highlights customers as
focus
Tesla: To accelerate the worlds transition to sustainable energy
Vision: where do we want to go?
= a powerful message that tells people how you view the future of your business
- Where are we going as a organization?
- What do we want to achieve?
- What is unique and important
This can change over time, focus of 5-10 years
Purpose: Guides you (steps taken to accomplish mission) more like a roadmap and
psychological heart beat
- Can be a yearly report, looks at 4 or 5 years but lately shorter and more detailed
plans
- Often linked to sustainability, ethical behavior, corporate responsibility
Mission drives you
Vision is where you aspire to be
Impact is what matters
, What to do: organizational strategy
The mission and vision are translated into goals
Strategy is a cluster of related managerial decisions and actions to help an organization to
attain one of these goals. ( are developed for a period of 4-5 years)
However, everything is changing and strategy is getting shorter and more flexible.
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