chap3 - q
TRANSCRIPT
a strategic approacha strategic approach to organizationalto organizational
cultureculture
Learning Objectives
– Define the terms organizational culture and socialization
– Explain the difference in how some employees talk about a positive culture and others describe a negative culture
– Describe the impact of an organization’s culture on individual and team behavior
CULTURE
What do we mean by “organizational culture?”
What is included in this term?
What is Organizational Culture?
As defined by Edgar Schein– A pattern of basic assumptions invented, discovered
or developed by a given group– As it learns to cope with the problems of adaptation
and integration– That has worked well enough to be considered valid – Taught to new members as the correct way to
perceive, think, and feel in relation to those problems
Organizational Culture & Its Effects
Organizational culture involves shared– Expectations– Values– Attitudes
It exerts influence on – Individuals– Groups– Organizational processes
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Organizational Culture Characteristics
Passed on to new employees through the process of socialization
Influences our behavior at workOperates at different
levels
What Do Cultures Do?
Culture’s Functions
1. Defines the boundary between one organization and others
2. Conveys a sense of identity for its members
3. Facilitates the generation of commitment to something larger than self-interest
4. Enhances the stability of the social system
5. Serves as a sense-making and control mechanism for fitting employees in the organization
Organizational Culture Characteristics
Organizational Culture– Provides guidance on the following seven primary
characteristics;
1. Innovation and risk taking2. Attention to detail3. Outcome orientation4. People orientation5. Team orientation6. Aggressiveness7. Stability
Core of a Positive Culture
Cohesive organizational
culture
Historical foundation
Understanding what is
expected
Being part of a group
Interpersonal, intergroup
relationships
Sense of history, communicationsPositive problem solvingStores about founders/leaders
Leadership, role modelingNorms, values, expectations
Reward systemsCareer management, job securityRecruiting and staffingSocialization of new staff membersTraining and development
Member contactParticipative decision makingIntergroup coordinationPersonal exchange
Organizational Culture
Values– The conscious, affective desires or wants of
people that guide their behavior– Society’s ideas about right and wrong– Passed from one generation to the next
Organizations operate well only when shared values exist among employees– Personal values guide both on- and
off-the-job behavior
Organizational Subcultures
Many may exist under the dominant corporate culture– Some have positive effects, others negative – Programmers work in a subculture under the
dominant culture of Microsoft; each organizational division has a “subculture,” which may also have subcultures
Cultural conflict– Seldom investigated prior to mergers– Has caused many to fail
Organizational Cultures
Culture is a descriptive term: Dominant Culture
– Expresses the core values that are shared by a majority of the organization’s members
Subcultures– Minicultures within an organization, typically defined by
department designations and geographical separation Core Values
– The primary or dominant values that are accepted throughout the organization
Strong Culture– A culture in which the core values are intensely held and
widely shared
How Organizational Culture Is Formed
Stems from the actions of the founders:– Founders hire and keep only employees who
think and feel the same way they do.
– Founders indoctrinate and socialize these employees to their way of thinking and feeling.
– The founders’ own behavior acts as a role model that encourages employees to identify with them and thereby internalize their beliefs, values, and assumptions.
Keeping Culture Alive
Selection– Concerned with how well the candidates will fit into the
organization– Provides information to candidates about the
organization Top Management
– Senior executives help establish behavioral norms that are adopted by the organization
Socialization– The process that helps new employees adapt to the
organization’s culture
© 2009 Prentice-Hall Inc. All rights reserved.
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Stages in the Socialization Process
Prearrival– The period of learning prior to a new employee joining the organization
Encounter– When the new employee sees what the organization is really like and
confronts the possibility that expectations and reality may diverge Metamorphosis
– When the new employee changes and adjusts to the work, work group, and organization
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Organizational Types of Culture
Fo
rmal
Co
ntr
ol
Ori
enta
tio
n
Flexible
Internal External
Stable
Clan Culture Entrepreneurial Culture
Bureaucratic Culture
Market Culture
Forms of Attention
Organizational Types of Culture
Bureaucratic Culture– Emphasizes rules, policies, procedures, chain of
command, central decision making
Clan Culture– A working family, tradition and rituals, teamwork
and spirit, self-management, social influence
Organizational Types of Culture
Entrepreneurial Culture– Innovation, creativity, risk taking, aggressively seeking
opportunities– Change, individual initiatives, autonomy are standard
practices
Market Culture– Emphasis on increased sales and market share,
financial stability, profitability– Workers have contractual relationship– Little feeling of teamwork, cohesiveness
Merging Cultures
Less than 25% of all mergers and acquisitions are successful– Analytical analysis to pursue a merger
is usually based on financial criteria– Culture is a “soft” criteria
that isn’t considered
Merging Cultures
Merging firms should consider– Values, expectations, styles, goals– Information technology systems– Compensation and rewards systems– The human resource talent pool– Both the dominant and subcultures
Influencing Culture Change
Cultures are elusive and hidden– They cannot be adequately diagnosed, managed,
or changed– Deliberate attempts at culture change
are not practical
Cultures sustain people through periods of difficulty and anxiety– Because culture provides continuity and stability,
people naturally resist change
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Outcomes Associated with Organizational Culture
1. Significantly correlated with employee behavior and attitudes
2. Congruence between an individual’s values and the organization’s values was associated with 1) organizational commitment, 2) job satisfaction, 3) low intention to quit, and 4)low turnover
Question?
Amy recently started a new job. Everyone she interviewed with seemed very personable and easy-going. She was quite surprised when during her first week on the job she witnessed a loud and argumentative confrontation in the hallway between two of her coworkers. People seem so different than the way she expected them to be. Amy is in which stage of the socialization process?
A. Change and acquisition
B. Anticipatory socialization
C. Adaptive
D. Encounter
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Apple Computers
What artifacts of Apple are famous & which do you know of ?
What is its culture? How do you know? Are employees a competitive advantage?
Why or why not? Do they have a high-involvement
management approach?