101 | Trompenaars: Family, Eiffel Tower, Guided Missile, Incubator
Believing that “employees will give meaning to their environment based on their own particular cultural programming,” Fons Trompenaars explores corporate culture through a lens of international cultures. The three items he deems important to determining a culture are, “ the relationship between employees and the organization, …hierarchical system of authority, … and view of employees about the organization’s destiny, purpose and goals”. Trompenaars identifies four corporate cultures: Family culture, Eiffel Tower culture, Guided Missile culture, and Incubator culture.
Family culture is characterized by, “personal, … face to face relationships,” while also being, “hierarchical, in the sense that the father of a family… knows better than his subordinates.” This type of culture is focused on the growth of its people and decisions are made with the influence of the “father figure” in mind. Bottom-up change is unlikely and public criticism is discouraged due to power dynamics. Members are motivated by praise, appreciation, and effectiveness. This typology is similar, but not identical, to Club culture (Handy).
Eiffel Tower culture is characterized by specific relationships, depersonalization, and ascribed status, similar to Role culture. These types of companies place major emphasis on professional qualifications and hierarchy. “Steep… at the top and broad at the base,” each role from the bottom up builds on the next; the boss is obeyed “because it is [the boss’s] role to instruct.” Change is difficult but should start by changing rules or role requirements. Authority, power, and status are determined by role. Personal relationships are discouraged to prevent bias during performance evaluations.
Depersonalization, egalitarian, and strategic intent are attributes of a Guided Missile culture. Tasks are oriented around projects and specific to the type of project, not determined in advance. This typology is shares characteristics of Task culture and Adhocracy. Projects require the coordination of many kinds of cross-disciplinary expertise; therefore, specific professional experience is of high value. Individuals tend to be intrinsically motivated and value collaboration to meet a clear, shared goal.
Incubator culture emphasizes the growth and development of the individual while the organization’s goals are secondary. This type is found in innovative companies or services industries. Minimal hierarchy, resourcefulness, emotional commitment to a higher calling, close relationships, and enjoyment in creating are further attributes of Incubator culture. Structure and hierarchy are hard to find. Incubator cultures can be limited in size due the need for small spans of control. Spontaneity of communication is critical for coordination and efficiency often maxes out at 75-100 people. Individuals are motivated by participation in problem solving and contributing creatively, similar to an Adhocracy (Mintzberg).
Rachel R Gresham
