Organizational Culture Models

A model that describes how culture manifests in organizations. It distinguishes between symbols & artifacts, norms & values, and basic assumptions.

This model represents culture as an onion, with layers representing different aspects of culture. The outer layers are easily observed, while the core values remain constant.

A metaphor for the different levels of culture, these elements are observable and can be easily identified.

These are individuals whose values and actions are seen as exemplary within a specific culture.

Activities or practices that are essential for social cohesion, though not necessary for achieving concrete goals.

Shared beliefs and preferences that shape cultural values.

A framework for understanding and enhancing an individual's intercultural competence, It encompasses Motivation (CQ Drive), Cognition (CQ Knowledge), Metacognition (CQ Strategy), and Behavior (CQ Action).

A mnemonic acronym used to create well-defined objectives. It stands for Specific, Measurable, Achievable, Relevant, Time-bound.

A communication style where emphasis is placed on explicit verbal communication. Information is directly conveyed in the message itself, and there is a strong focus on clarity and precision.

A communication style where meaning is heavily influenced by unspoken cues, social context, and shared understanding. Information is often implicit and requires decoding based on the relationship between communicators.

A cultural approach where individuals prioritize tasks and schedules, focusing on one thing at a time. Time is seen as a linear resource to be managed efficiently.

A cultural approach where individuals embrace multitasking and flexibility. Time is seen as cyclical and less important than relationships and personal commitments.

The psychological space surrounding a person, considered private and not to be invaded without permission. This bubble can be larger or smaller depending on the relationship and cultural norms.

The cultural orientation of a group where individuals prefer close physical proximity and a sense of shared space. This often reflects a collectivist approach.

A model developed by Geert Hofstede to analyze cultural differences across nations, focusing on six dimensions of societal values: Power Distance, Individualism vs. Collectivism, Masculinity vs. Femininity, Uncertainty Avoidance, Long-Term Orientation vs. Short-Term Orientation, and Indulgence vs. Restraint.

A term coined by Geert Hofstede to define a culture's software of the mind, encompassing the collective programming of values and beliefs that influence behavior and social interactions within that society.

Describes how much people in a culture accept unequal power distribution. High power distance means people accept and expect inequalities, while low power distance emphasizes equality.

Describes how comfortable a society is with uncertainty and ambiguity. High uncertainty avoidance prefers structure and rules, while low uncertainty avoidance is more adaptable and comfortable with risk.

Describes the balance between individual and collective priorities. Individualistic cultures focus on personal goals and freedom, while collectivist cultures prioritize group harmony and loyalty.

Describes how a society values achievement and assertiveness (masculinity) versus cooperation and modesty (femininity). Masculine cultures emphasize competition, while feminine cultures value consensus and collaboration.

Describes a society's focus on long-term planning and rewards vs. short-term gratification and tradition. Long-term orientation prioritizes future goals and pragmatism, while short-term orientation values tradition and immediate rewards.

Describes how much a culture controls desires and impulses. Indulgent cultures allow enjoyment and pleasure, while restrained cultures emphasize self-control and suppression of desires.

A framework developed by Geert Hofstede, it helps understand and compare cultural differences across various societies.

Describes how people in a society are raised and how they handle their impulses and desires.

In this culture, rules and agreements are seen as universal and apply equally to everyone. Formal written contracts are preferred, and modifications are not easily accepted.

In this culture, personal relationships and context are more important than rules. Informal agreements and flexibility are valued, and contracts can be modified based on circumstances.

Status and respect are earned through achievements, skills, and contributions. Titles are less important, and promotion is based on meritocracy.

Status and respect are primarily determined by factors like family background, social position, age, or title. Titles are frequently used, and promotion often depends on seniority or connections.

This cultural dimension describes how feedback is given, whether directly and explicitly or indirectly and subtly.

This dimension refers to how individuals are expected to make decisions, with a focus on how much consensus is required.