Risk Management and Strategic Planning

1. Unit 3 Culture and Strategy Risk Management and Strategic Planning

2. Reading

3. Objectives • After studying this chapter and related materials you should be able to understand: • Culture, difference and reproduction • Organisational culture • Cultural web • and critically evaluate, explain and apply the above concepts.

5. Discussion Point What is Culture? Why is organisational culture important??

6. Larry Lynch of the Disney Institute, Walt Disney World, Florida, explains the role of the WDC “university” in inducting new staff: “… it all begins the day new Cast Members arrive for orientation at Disney University, the company's internal training operation. The timing couldn't be better to show them how our company thinks, to offer concrete examples of how creativity and innovation have helped us grow, and to emphasize how our ongoing traditions have been the steady hand that guides us. Those traditions are pointed out again when new Cast Members are introduced to their assigned workplaces. As they learn the culture of the company, they recognize the traditions in the standard operating procedures and established norms of their work areas…” Case Study 3: The Walt Disney Company

7. “a set of shared values, attitudes, goals, and practices that characterise a group of people.” Culture

8. Organisational culture refers to organisational beliefs, values and attitudes (Schein, 1985; Martin and Siehl, 1983). It describes out the way things are done in a particular organisation and forms the basis for the rules of acceptable and unacceptable behaviour. Organisational culture is thus the arbiter of organisational norms and it therefore acts as a powerful force in encouraging or frustrating the emergence of new missions and strategies. This is particularly so where culture is deeply embedded. The term cultural web (Johnson and Scholes 1993) is a useful device for highlighting the different strands of an organisation's culture - symbols, rituals, stories and power, which add up to a paradigm - an agreed way of going about things. Organisational Culture

9. Cultural variance between countries in which tourism organisations operate can be understood by reference to differences in: attitudes to authority attitudes to work and leisure beliefs including religion and materialism traditions pursuit of individual or community goals definitions of good and bad, worthy and unworthy (the moral and ethical system) sources of status Cultural norms are transmitted by and changed by the family education mass media the arts government Mission and Culture

10. Cultural reproduction (Bourdieu, 1973) refers to the way in which culture (including values, attitudes, goals, and practices) is maintained over time and transmitted from one generation to the next. Acculturation refers to the process by which new members are inducted into the value systems of a culture. Path dependency occurs when certain decisions and events create paths or routes into the future and exert long term effects on subsequent decisions and events. Reproduction and Path Dependency

11. A cultural web (Johnson et al., 2008) is a useful device for highlighting the different strands of an organisation's culture. These include: symbols rituals and routines stories power structures and organisational structures control systems The Cultural Web

12. Cultural Web

13. Etihad Airways: Different Culture?

14. Defenders Conservative seek security Cautious avoid change Inflexible set in their ways reactive Prospectors outward-looking responsive to environment daring opportunistic flexible adaptive proactive Cultural Types Miles and Snow (1978) distinguish between defender types, and prospector types of cultures in organisations.

15. Task 1 Prepare Vision, Mission and Objectives for your organisation

16. Unit 3 Culture and Strategy The End Risk Management and Strategic Planning