Conduct cultural analysis easily and effectively with targeted surveys

To analyze organizational culture, there are a number of established models that help systematically capture and understand the cultural characteristics of an organization.

These models provide a structured approach to analyzing and interpreting cultural values, norms, and behaviors.

Here are some of the most well-known models for cultural analysis:

1. Model: Schein’s Three-Level Model of Organizational Culture

• Description:
  This model was developed by Edgar Schein and describes organizational culture on three levels:
  • • Artifacts: Visible structures and processes, such as clothing, office design, rituals, and language.
    • Values and Norms: Shared beliefs and rules that guide the behavior of organizational members, such as teamwork and innovation.
    • Basic Underlying Assumptions: Invisible, deeply rooted beliefs that are often unconscious, such as assumptions about human nature and the relationship with the environment.

• Goal:
  These levels help to understand why people within the organization behave in certain ways.

• Advantage:
  Provides an in-depth analysis and enables the identification of underlying assumptions that influence behavior.

2. Model: Competing Values Framework (CVF)

• Description:
  The Competing Values Framework (CVF) is a model that categorizes organizational cultures into four quadrants:
  • • Clan Culture: Focuses on collaboration, teamwork, internal flexibility, and a people-oriented approach.
    • Adhocracy Culture: Innovative, dynamic, experimental, risk-taking, and externally focused.
    • Market Culture: Competitive, performance-driven, results-oriented, and focused on external market demands.
    • Hierarchy Culture: Structured processes, control, stability, and internal efficiency.

• Goal:
  Positioning the organizational culture within these quadrants makes it possible to identify cultural strengths and areas for development.

• Advantage:
  Provides a clear and easy-to-understand analysis of an organization’s cultural orientation.

3. Model: Cultural Web by Johnson and Scholes

• Description:
  The Cultural Web describes six elements that together form organizational culture:
  • • Stories: The stories told within the organization that reflect its values and norms.
    • Symbols: Visible aspects such as logos, offices, and dress codes that represent the culture.
    • Power Structures: Who holds power within the organization and how it is exercised.
    • Organizational Structures: Formal and informal hierarchies and communication channels.
    • Control Systems: Evaluation and reward systems that influence employee behavior.
    • Rituals and Routines: Everyday behaviors and activities that are common within the organization.

• Goal:
  To create a comprehensive picture of organizational culture that considers both visible and invisible elements.

• Advantage:
  Helps identify hidden cultural barriers and obstacles to change.

4. Model: Hofstede’s Cultural Dimensions

• Description:
  Geert Hofstede developed a model for analyzing national and organizational cultures based on six dimensions:
  • • Power Distance: The extent to which unequal power relationships are accepted.
    • Individualism vs. Collectivism: The degree to which individual or collective goals are prioritized.
    • Masculinity vs. Femininity: Focus on competition and achievement (masculinity) versus quality of life and care (femininity).
    • Uncertainty Avoidance: The degree of tolerance toward uncertainty and risks.
    • Long-Term vs. Short-Term Orientation: Focus on long-term goals or short-term achievements.
    • Indulgence vs. Restraint: The extent to which enjoyment and pleasure are accepted and encouraged.

• Goal:
  Understanding cultural differences and their influence on work practices and leadership styles.

• Advantage:
  Useful for internationally operating companies to understand intercultural differences.

5. Model: Denison Organizational Culture Model

• Description:
  The Denison Model is based on four key characteristics of organizational culture that influence organizational success:
  • • Mission: Clear goals, vision, and direction.
    • Adaptability: The ability to respond to changes in the market environment.
    • Involvement: Employee participation and engagement in decision-making processes.
    • Consistency: Shared values, beliefs, and coordinated actions.

• Goal:
  Determining how well the organizational culture aligns with achieving strategic objectives.

• Advantage:
  A practical model for connecting culture with organizational performance.

6. Model: McKinsey 7-S Model

• Description:
  The McKinsey 7-S Model examines seven elements that are critical for organizational performance:
  • • Strategy: The plan for achieving organizational goals.
    • Structure: The organizational structure and hierarchy.
    • Systems: The daily activities and procedures used to implement the strategy.
    • Style: The leadership style and the way managers interact.
    • Shared Values: The core values that shape organizational culture.
    • Skills: The abilities and competencies of employees.
    • Staff: Human resource management and employee policies.

• Goal:
  Evaluating how well the different elements of the organization are aligned and contribute to the desired culture.

• Advantage:
  Provides a comprehensive view of the interdependencies within an organization.