Organizational Culture: How to Measure It
E-Leader Tallinn, 2009
ORGANIZATIONAL CULTURE: HOW TO MEASURE IT - A CASE STUDY
Dr. Léo F. C. Bruno, Professor of Leadership José O. P. de Sousa, M. Science Dom Cabral Foundation Nova Lima, Brazil
Abstract The current study sought to analyze the aspects of Brazilian organizational culture found in business management. Its purpose was to prepare a methodology to measure the elements that make up the organizational culture of a company in the Manaus Industrial District /Brazil. This study researched the company’s cultural profile and the most important aspects of this culture, and it suggested recommendations on which to base its strategic plan. The Barros & Prates model was used as a reference. This model proposes nine cultural traits that are present in the Brazilian business environment: Power Concentration, Personalism, Paternalism, Expectant Posture, Formalism, Impunity, Personal Loyalty, Conflict Avoidance and Flexibility. The method used was quantitative via the development and application of a closed instrument Likert type (attitudinal scale) involving the nine Barros & Prates cultural traits. The instrument was validated in terms of items and reliability. Means and correlation coefficients were used as statistics to analyze the data. The analyses were based on 27 statements
encompassing the nine cultural traits, and they were answered by 30 executives who make up the company’s board of directors. The results showed a preponderance of the flexibility trait. Power concentration and personalism showed average preponderance. The least evident traits were Personal Loyalty, Impunity, Expectant Posture, Formalism, and Conflict Avoidance.
Keywords: Culture, Organizational Culture, Brazilian Culture
1. INTRODUCTION
One of the broadest studies on organizational culture in the world was carried out at the end of the 1970s. The ILO (International Labor Office), headquartered in Geneva, asked
1
E-Leader Tallinn, 2009
Professor Hofstede and a
ORGANIZATIONAL CULTURE: HOW TO MEASURE IT - A CASE STUDY
Dr. Léo F. C. Bruno, Professor of Leadership José O. P. de Sousa, M. Science Dom Cabral Foundation Nova Lima, Brazil
Abstract The current study sought to analyze the aspects of Brazilian organizational culture found in business management. Its purpose was to prepare a methodology to measure the elements that make up the organizational culture of a company in the Manaus Industrial District /Brazil. This study researched the company’s cultural profile and the most important aspects of this culture, and it suggested recommendations on which to base its strategic plan. The Barros & Prates model was used as a reference. This model proposes nine cultural traits that are present in the Brazilian business environment: Power Concentration, Personalism, Paternalism, Expectant Posture, Formalism, Impunity, Personal Loyalty, Conflict Avoidance and Flexibility. The method used was quantitative via the development and application of a closed instrument Likert type (attitudinal scale) involving the nine Barros & Prates cultural traits. The instrument was validated in terms of items and reliability. Means and correlation coefficients were used as statistics to analyze the data. The analyses were based on 27 statements
encompassing the nine cultural traits, and they were answered by 30 executives who make up the company’s board of directors. The results showed a preponderance of the flexibility trait. Power concentration and personalism showed average preponderance. The least evident traits were Personal Loyalty, Impunity, Expectant Posture, Formalism, and Conflict Avoidance.
Keywords: Culture, Organizational Culture, Brazilian Culture
1. INTRODUCTION
One of the broadest studies on organizational culture in the world was carried out at the end of the 1970s. The ILO (International Labor Office), headquartered in Geneva, asked
1
E-Leader Tallinn, 2009
Professor Hofstede and a
References: 12 E-Leader Tallinn, 2009 14 E-Leader Tallinn, 2009 E-Leader Tallinn, 2009 The research presents some statements that you should read very carefully E-Leader Tallinn, 2009 5 20 E-Leader Tallinn, 2009