Competitive Culture Features
Self-interest to have authority, power, pay and position. Self-interest totally overshadows identification with organization. “What’s in it for me?”
Specialists are hired, paid and expected to be the innovators. Everyone else is expected to stick to their own tasks. The classic “Silo Mentality!”
Cooperation, when it does happen, is driven only by the self-interests of the individuals. Cooperation happens only if it is absolutely needed to achieve some sort of objective. “Pseudo-Teamwork!”
Things get done by applying authority, and they do not get done if you rely on trust. Trust may be useful for some things but the way things are done here is to put everything in writing. “Memo Culture”.
Corporate values aren’t really articulated and those that are have minimal importance in terms of how things really work in the company. Instead, authority, power, and “the numbers” are what matters above all else. “Value = Growth of Net Profit each Quarter”.
Supportive Culture Features
There is a strong sense of oneness with the organization. When the individual is supported, the organization is supported. Done for “The Good of the Cause!”
All members have the potential to be creative and innovative. They are encouraged to act on and make real that potential and to do so freely. Real “Empowerment!”
Shared mutual interests and trust drive cooperation in the company. Cooperation produces maximum productivity, effectiveness and strong sense of satisfaction, even enjoyment. “It’s serious fun here!”
Trust in the company and its members is highly valued and is the basis for cooperative relationships. Trust enables leaders to lead and teams to perform at peak levels. Trust is the “cultural glue!”
Values and beliefs provide the will to work. They support the formation and development of teams and cooperative relationships. They are strong enough to motivate people to sacrifice for the common corporate good. “Do Things Right & Do the Right Things!”