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2.5 Organizational (corporate) culture (HL)

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  • Unit 2 - HRM/
  • 2.5 Organizational (corporate) culture (HL)

2.5 Organizational (corporate) culture (HL only)

Learning outcomes

“Culture is the programming of the human mind by which one group of people distinguishes itself from another group.”
- Geert H. Hofstede (1928 - 2020), Dutch social psychologist

"Corporate culture matters. How management chooses to treat its people impacts everything – for better or for worse."
- Simon Sinek (b.1973), British-American author

Organizational culture (or (corporate culture) is all about:

  1. What is deemed to be normal to the business organization

  2. The guiding principles of the attitudes and behaviour at work

  3. The set of beliefs or values in an organization

  4. The norms at work that have been established over a long period of time

  5. The character or personality of the organization.

The learning outcomes (or assessment objectives) for this section of the IB Business Management syllabus are:

  • Organizational culture (HL only) (AO1)

  • Types of organizational culture, for example, Charles Handy's “Gods of management” (HL only) (AO3)

  • Cultural clashes when organizations change, including but not limited to, when organizations grow and merge and when leadership styles change (HL only) (AO3)

 Teacher only box

Note to teachers

Please note the following changes to the new syllabus (first exams M24).

  • A noticeable change is that culture is no longer part of the key concepts in the new course, but is part of the new Business Management Toolkit (namely Hofstede's cultural dimensions for HL only candidates).

  • Elements of organizational culture (AO2) in the previous syllabus (final exams N23) does not feature in the new syllabus.

  • Types of organizational culture (AO2) has been clarified as Types of organizational culture, for example, Charles Handy's “Gods of management” (HL only) (AO3). Notice that Charles Handy's model has been named, so this is the only one that must be covered. Also notice the assessment objective has been elevated from an AO2 to an AO3.

  • "The reasons for, and consequences of, cultural clashes within organizations when they grow, merge and when leadership styles change (AO3)" has changed to "Cultural clashes when organizations change, including but not limited to, when organizations grow and merge and when leadership styles change (AO3)". Notice the phrase "but not limited to", which suggests scope for including other sources of cultural clashes. This creates an opportunity for integrating Hosftede's six cultural dimensions as part of the BMT.

  • The learning outcome "How individuals influence organizational culture and how organizational culture influences individuals (AO3)" has been removed from the new guide.

Please be aware of this change if/when using resources for the previous syllabus, such as past IB examination papers and mark schemes.

    Watch this short (promo) video clip about working at Google. What does it suggest about the culture of working at Google?

    This video can help students to consider the main elements of the norms at Google, which help to formulate its cultural identity and culture. For example, Google promotes creativity / free thinking and does not run on traditional rules / policies / procedures. This is, perhaps, vital for its business success. For example, although not mentioned in the video, the culture at Google enabled one of their employees to code the basis for the creation of Gmail in a single day!

     InThinking Business Management resources

    Click the hyperlinks below to access the InThinking resources for this particular section of the IB Business Management syllabus.

    InThinking lesson ideas

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