FudanUniversityTheLeader’sGuidetoCorporateCulture“Culturecanfluidlyblendtheintentionsoftopleaderswiththeknowledgeandexperiencesoffrontlineemployees.”----byauthors

Strategyvs.CultureFudanUniversityStrategyoffersaformallogicforthecompany’sgoalsandorientspeoplearoundthem.providesclarityandfocusforcollectiveactionanddecisionmaking.reliesonplansandsetsgoalsandconsequencesforfilingtodoso.incorporatesadaptiveelementsthatcanscanandanalyzetheexternalenvironment.Cultureexpressesgoalsthroughvaluesandbeliefsandguidesactivitythroughsharedassumptionsandgroupnorms.ismoreelusivelever,becausemuchofitisanchoredinunspokenbehaviors,mindsets,andsocialpatterns.shapesattitudesandbehaviorsinwide-ranginganddurableways.Shared-Cultureisagroupphenomenon.Pervasive-Culturepermeatesmultiplelevelsandappliesverybroadlyinanorganization.Enduring-Culturecandirectthethoughtsandactionsofgroupmembersoverthelongterm.Implicit-Cultureactsasasilentlanguage.FudanUniversityDefiningCulture

TwoPrimaryDimensionsforculturecommonalitiesandcentralconcepts:Peopleinteractions-Anorganization’sorientationtowardpeopleinteractionsandcoordinationwillfallonaspectrumfromhighlyindependenttohighlyinterdependent.Responsetochange–someculturesemphasizestability–prioritizingconsistency,predictability,andmaintenanceofthestatusquo–othersemphasizeflexibility,adaptability,andreceptivenesstochange.FudanUniversityEightDistinctCultureStylesEightDistinctCultureStylesFudanUniversityCaringPurposeLearningEnjoymentResultsAuthoritySafetyOrderIntegratedCultureTheFrameworkFudanUniversityEightDistinctCultureStylesCaringPurposeLearningEnjoymentFocusesonrelationshipsandmutualtrust.Workenvironmentarewarm,collaborative,andwelcomingplaces…Itisexemplifiedbyidealismandaltruism.Workenvironmentaretolerant,compassionateplaces…Itischaracterizedbyexploration,expansiveness,andcreativity.Workenvironmentsareinventiveandopen-mindedplaces...Itisexpressedthroughfunandexcitement.Workenvironmentsarelight-heartedplaces…Applyingtobothorganizationalculturesandindividualleaders.FudanUniversityEightDistinctCultureStylesResultsAuthoritySafetyOrderItischaracterizedbyachievementandwinning.Workenvironmentsareoutcome-orientedandmerit-based…Itisdefinedbystrength,decisiveness,andboldness.Workenvironmentsarecompetitiveplaces…Itisdefinedbyplanning,caution,andpreparedness.Workenvironmentarepredictableplaces…Focusesonrespect,structure,andsharednorms.WorkenvironmentsareCEOmethodicalplaces…Applyingtobothorganizationalculturesandindividualleaders.FudanUniversitySomeTipsabouttheframeworkStylesthatareadjacentintheframework,suchassafetyandorder,frequentlycoexistwithinorganizationsandtheirpeople.Incontrast,stylesthatarelocatedacrossfromeachother,suchassafetyandlearning,arelesslikelytobefoundtogetherandrequiremoreorganizationalenergytomaintainsimultaneously.Eachstylehasadvantagesanddisadvantages,andnostyleisinherentlybetterthananother.Anorganizationalculturecanbedefinedbytheabsoluteandrelativestrengthsofeachoftheeightandbythedegreeofemployeeagreementaboutwhichstylescharacterizetheorganization.Apowerfulfeatureofthisframework,whichdifferentiatesitfromothermodels,isthatitcanalsobeusedtodefineindividualsstylesandthevaluesofleadersandemployees.Inherentintheframeworkarefundamentaltrade-offs.Althougheachstylecanbebeneficial,naturalconstraintsandcompetingdemandsforcedifficultchoicesaboutwhichvaluestoemphasizeandhowpeopleareexpectedtobehave.FudanUniversityIntegratedCultureLeaderStatementsTopleadersandfoundersoftenexpressculturalsentimentswithinthepublicdomain,eitherintentionallyorunintentionally.Suchstatementscanprovideimportantcluestohowtheseleadersarethinkingaboutandleadingtheirorganizations’cultures.TheConceptofOrganizationalCultureOrganizationorcorporatecultureisthesystemofsharedactions,values,andbeliefsthatdevelopswithinanorganizationandguidesthebehaviorofitsmembers.Inthebusinesssetting,thissystemisoftenreferredtoasthecorporateculture,Justasnotwoindividualpersonalitiesarethesame,notwoorganizationalculturesareidentical.Mostsignificantly,managementscholarsandconsultantsincreasinglybelievethatculturaldifferencescanhaveamajorimpactontheperformanceoforganizationsandthequalityofworklifeexperiencedbytheirmembers.FudanUniversityTheLeader’sGuidetoCorporateCulture(2)ExternalAdaptationinvolvesreachinggoalsanddealingwithoutsiders.Theissuesconcernedaretaskstobeaccomplished,methodsusedtoachievethegoals,andmethodsofcopingwithsuccessandfailure.Internalintegrationdealswiththecreationofacollectiveidentityandwithwaysofworkingandlivingtogether.FudanUniversityFunctionsandComponentsofOrganizationalCulture

Factorsaffectingcorporatecultureperformance:GeographicregionIndustryStrategy,LeadershipCompanystructureCulture…FudanUniversityTheLeader’sGuidetoCorporateCulture(2)FudanUniversityTheFeaturesofDifferentCulturalStylesCaring-warm,sincere,relationalPurpose–purposedriven,idealistic,tolerantLearning–open,inventive,exploringEnjoyment–playful,instinctive,funloving,FudanUniversityTheFeaturesofDifferentCulturalStylesResults–achievementdriven,goalfocusedAuthority–bold,decisive,dominantSafety–realistic,careful,preparedOrder–ruleabiding,respectful,cooperativeInamerger,designinganewcultureonthebasisofcomplementarystrengthscanspeedupintegrationandcreatemorevalueovertime.Selectingordevelopingleadersforthefuturerequiresaforward-lookingstrategyandculture.Whenalignedwithstrategyandleadership,astrongculturedrivespositiveorganizationaloutcomes.FudanUniversityTheLeader’sGuidetoCorporateCulture(2)InsightsInadynamic,uncertainenvironment,inwhichorganizationsmustbemoreagile,learninggainsimportance.Astrongculturecanbeasignificantliabilitywhenitismisalignedwithstrategy.Articulate

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