The McKinsey 7S Framework

The McKinsey 7S Framework is a widely used organizational culture model that helps HR
professionals analyze and understand various aspects of their company. Developed by
consultants at McKinsey & Company, the framework focuses on seven key elements that are
critical in shaping an organization's culture and performance. These elements include
Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff.

The model emphasizes the importance of alignment and coherence among these seven
elements for organizational success:
 Strategy represents the company's direction and goals;
 Structure refers to the organization's hierarchy culture and reporting relationships;
 Systems encompass the processes and procedures in place;
 Shared Values represent the core beliefs and principles of the company;
 Skills highlight the capabilities and competencies of the employees;
 Style reflects the leadership and management approach;
 Staff refers to the employees and their roles within the organization.

By examining each of these elements and their interrelationships, HR professionals can gain
insights into the organization's strengths and weaknesses. They can then identify areas for
improvement and develop strategies to align the elements more effectively.

The McKinsey 7S Framework provides a comprehensive and holistic approach to

understanding organizational culture and can be a valuable tool for HR professionals seeking
to create a positive and thriving work environment.
https://humaans.io/hr-glossary/culture-models

Handy's Model of Organisational Culture

Handy's model of organizational culture is a framework developed by Charles Handy, an Irish

management thinker. This model offers valuable insights into the different types of
organizational cultures that exist within businesses. According to Handy, there are four main
types of organizational culture: power culture, role culture, task culture, and person
culture.

In a power culture, power is concentrated in the hands of a few individuals or a powerful

figure within the organization. Decisions tend to be made quickly, and there is a strong focus
on hierarchy and authority. A role culture, on the other hand, is characterized by clearly
defined roles, rules, and procedures. Organizations with a role culture tend to be bureaucratic,
with an emphasis on stability and predictability. Task culture places a strong emphasis on
teams and projects. In this type of culture, individuals come together to work on specific tasks
or projects based on their skills and expertise. Collaboration, innovation, and flexibility are
key elements of a task culture. Lastly, person culture revolves around the individual rather
than the organization. It is commonly found in professional associations, where individuals
with similar interests and skills come together voluntarily. There is often a high degree of
autonomy and independence in person culture. By understanding Handy's model of
organizational culture, HR professionals can better assess the cultural dynamics within their
organizations and make informed decisions on fostering a positive and productive work
environment.

https://humaans.io/hr-glossary/culture-models

Edgar Schein's Model of Organisational Culture

Edgar Schein, a renowned organizational psychologist, has developed a model that

illuminates the complex concept of organizational culture. According to Schein,
organizational culture is a set of shared assumptions, beliefs, values, and norms that guide the
behavior of individuals within a company. This model suggests that culture consists of three
levels: artifacts, espoused beliefs and values, and underlying assumptions.

At the surface level, artifacts are observable elements of culture, such as office layout, dress
code, and symbols. They provide insights into the organization's values and beliefs. The
second level encompasses espoused beliefs and values, which are the formally stated
principles and goals established by leadership. These are often reflected in mission statements
and corporate policies.
However, the deepest and most influential level is comprised of underlying assumptions.
These are unspoken, taken-for-granted beliefs and values that shape employee behavior. They
are often unconscious and may not be fully recognized by individuals within the organization.
These assumptions greatly impact decision-making processes, interactions, and the overall
atmosphere of the workplace. Schein's model emphasizes the importance of understanding
and actively managing organizational culture. By recognizing and addressing the underlying
assumptions that shape behavior, HR professionals can positively influence employee
engagement, teamwork, and overall organizational success.

https://humaans.io/hr-glossary/culture-models

Trompenaars' Model of National Culture Differences

Trompenaars' Model of National Culture Differences is a framework for cross-cultural

communication Fons Trompenaars and Charles Hampden-Turner created to apply to general
business and management. They conducted a large-scale survey of 8,841 managers and
organization employees from 43 countries. This model of national culture differences has
seven dimensions: five orientations refer to how we deal with each other, one refers to time,
and one addresses the environment.

Universalism vs. Particularism

Universalism is the belief that we can apply ideas and practices everywhere without
modification. Particularism is the belief that circumstances dictate how we should apply ideas
and practices. It asks, "What is more important, rules or relationships?" Cultures with high
universalism see one reality and focus on formal rules. Business meetings are characterized
by rational, professional arguments with a get down to business attitude.
Trompenaars' research found high universalism in the United States, Canada, UK, Australia,
Germany, and Sweden. Cultures with high particularism view reality more subjectively and
place a greater emphasis on relationships. It is important to get to know the people you are
doing business with during meetings in a particularist environment. Someone from a
universalist culture is wise not to dismiss personal meanderings as irrelevant or mere small
talk during business meetings. Countries that have high particularism include Venezuela,
Indonesia, China, South Korea, and Russia.

Individualism vs. Communitarianism

Individualism refers to people regarding themselves as individuals, while communitarianism
refers to people regarding themselves as part of a group. Trompenaar's research suggested
cultures may change more quickly than we realize. Trompenaars' research showed Mexico
and the former communist countries of Czechoslovakia and the Soviet Union have high levels
of individualism. Mexico's involvement in NAFTA and the global economy could explain the
shift from a communitarian culture. This contrasts with Hofstede's earlier research, which
found these countries to be collectivist and shows the dynamic and complex nature of culture.
Countries with high communitarianism include Germany, China, France, Japan, and
Singapore.

Neutral vs. Emotional

People from a neutral culture hold their emotions in check, while those in an emotional
culture express their feelings openly. The Japanese and British cultures are neutral cultures.
Examples of high emotional cultures include the Netherlands, Mexico, Italy, Israel, and Spain.
In emotional cultures, people often smile, talk loudly, and greet each other with enthusiasm.
When people from a neutral culture do business in an emotional culture, they should be ready
for an animated and boisterous meeting and try to respond warmly. Those from an emotional
culture doing business in a neutral culture should not be put off by a lack of emotion.
Specific vs. Diffuse
This category examines how individuals separate their personal and public lives. In a
"specific" culture, individuals readily share their large public space with others. They guard a
small private space closely, which they only share with close friends and associates. In a
"diffuse" culture, public and private space are similar in size. Individuals guard their public
space carefully because those who enter their public space can easily enter their private space.
Fred Luthans and Jonathan Doh gives the following example:
American students address their university professor as "Doctor Smith" in a university setting,
but others often call the professor by their first name when shopping at a store and other
public settings. His status changes because, according to American cultural values, people
have large public spaces and often conduct themselves differently depending on their public
role. Bob has a private space that is off-limits to students who must call him "Doctor Smith"
in class.
In highly-diffuse cultures, people have a similar public and private life. In Germany, people
will address a university professor formally, as Herr Professor Doktor Schmidt, at the
university, local market, and bowling alley. People maintain a great deal of formality.
Achievement vs. Ascription
In an achievement culture, people are accorded status based on how well they perform. In an
ascription culture, status is based on who or what a person is. Great attention is paid to one's
title and societal status. Do you have to prove yourself to obtain status, or does a person
receive it? Achievement cultures include the United States, Austria, Israel, Switzerland, and
the United Kingdom. Some ascription cultures are Venezuela, Indonesia, and China.
When people from an achievement culture do business in an ascription culture, it is important
to have older, senior members with formal titles, and respect should be shown to their
counterparts. However, for an ascription culture doing business in an achievement culture, it
is important to bring knowledgeable members who can prove to be proficient to other groups,
and respect should be shown for the knowledge and information of their counterparts.

Sequential vs. Synchronic

Do we do things one at a time or several things at once?

Internal vs. External Control

Do we control our environment, or are we controlled by it?