1.

• Definition: The shared beliefs, values, and assumptions that distinguish the organization from other organizations.

Dimensions

• Robbins seven

• Descriptive nature suggests...

Organizational Culture 2. Levels of Culture Artifacts Underlying Assumptions Espoused Values Adopted from Schein, 1990 3.

Creates boundaries

Conveys identity

Facilitates commitment

Enhances stability

Serves as sense-making mechanism

Serves to control employee behavior

What does culture do? 4.

Robbins emphasizes -- Founders

More broadly:

• Leaders!Modeling of leaders causes employees to internalize values and assumptions.

• Critical Incidents!Early responses to events become embedded as norms and then, ultimately, beliefs and assumptions.

How does culture form? 5.

Selection

Top Management

Socialization

Pick a cultural dimension of your company.What does it do? How was it formed? How is it sustained?

How is culture sustained? 6. Socialization

Stages

• Pre-arrival

• Encounter

• Metamorphosis

Options

• Formal vs. Informal

• Individual vs. Collective

• Fixed vs. Variable

• Serial vs. Random

• Investiture vs. Divestiture

7.

Managers can guide theevolution of culture by (Schein, 1990):

• Unfreezing current system by highlighting threats and encouraging change.

• Articulating new direction and new assumptions, being a new role model for both.

• Filling key positions with new incumbents who hold these assumptions.

• Rewarding the adoption of new directions and punish adherence to old.

Can culture be managed? 8.

• Seducing or coercing members to adopt new behaviors that are consistent with desired values/assumptions.

• Destroying symbols associated with old dysfunctional traditions.

• Creating new emotionally charged rituals, symbols, artifacts around the new values/assumptions.

Can culture be managed?contd 9.

It depends

Key issues-- Focus of cultural assumptions & culture strength can make culture a barrier

• Change

• Diversity

• Mergers and Acquisitions

Is culture good for business?