Organizational culture#Deal and Kennedy

Culture typology is a system developed by the U.S. scientists Terrence E. Deal and Allan A. Kennedy consultant and author model to describe different organizational cultures. They describe culture as a two-dimensional model with the dimensions (financial ) risk and feedback (the speed at which an activity turns out to be beneficial or detrimental ). The resulting four quadrants they gave very pictorial names that are listed for this reason, also in English.

Process Culture - culture process ( bureaucracy)

Characterized by low risk, that is, error hardly occur, and when, they cost relatively little money and the fact that no one really finds ( can determine ) whether a work has been done well or poorly. The result is that in the absence of success controls the rules are scrupulously followed. Typical examples are authorities, the management scope or accounting in enterprises.

Bet -Your- Company - Analytical project culture

Characterized by high risk and low / slow feedback. The consequences are activities that capture the risk and ( ostensibly ) reduce. Each screw is tested twice, each document is examined by four people missing on i- points. Typical examples are companies with extreme risk profiles (eg, aircraft, oil industry), where the cost of failure endangering the existence of the company (remember the future of Airbus when the A380 would have been a failure).

Work Hard, Play Hard - Bread and Games Culture

A culture characterized by low risk and fast feedback. The seemingly easy culture, lacking both the gloss, as well as the methodology. Typically in the production of bulk goods, it is the most difficult to change culture under certain circumstances.

Tough- Guy Macho Culture - an all-or -nothing culture

Despite the name, the martial might egalitarian and emancipated the four cultures. Characterized by high risk and fast feedback, this is the culture where careers are possible lightning and crashes just as rapidly. Typical of the music business, coach of Bundesliga clubs, the market or the sales department in a company.

This structure developed Deal & Kennedy after their studies in modern American companies like Apple and McDonald's. The main finding was that companies, despite largely identical technology and task (eg fast food ) were significantly different from each other and this led in part to competitive advantages. The model is used in the business administration almost continuously as a fast analytical tool. Its suitability for changing cultures ( culture change) is considered small. After all, it is striking and insightful enough to present it professionally unkundigem audience ( eg management ) and to stimulate action.

Swell

• Management
• Corporate Identity
• Industrial and organizational psychology