rep02 organizational culture

8/3/2019 REP02 Organizational Culture

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ORGANIZATIONAL CULTUREEli Garcia

Paulo Guerrero


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Each organization tends to develop its ownorganizational, or corporate, culture as normsof the organization arise and become manifest

in employee behavior.


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Organizational Culture

Defined as the assumptions that a groupdiscovers it has as it learns to cope withproblems of external adaption and internalintegration.


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The set of values that defines for members whatthe organization stands for, how it operates, andwhat it considers important.


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Culture is not strictly a part of design, butculture and design must be complementary inorder for an organization to function smoothly.


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Assumptions that have worked well are taught tothe new members of the group as the correctway to perceive, think, and feel in relation to

those issues.


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The organizations culture

Reflects the values of the organization

Usually created and perpetuated by theorganizations top management


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The organizations culture

The first things employees learn

How things are done here

Organizations history

Expectations about employee behavior


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Employees are always happier when they

can accept the culture of the organizationin which they work.


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How is organizational culture reinforced?

1) What they pay attention to;

2) The way they react to critical incidents and crises;

3) How they allocate rewards;

4) The way they carry out role modelling andcoaching;

5) What methods they use for selection, promotion,and removal; and

6) Their various organizational rites, ceremonies, andstories.


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How about change?

It is sometimes necessary to change culture

If an organization wishes to change its culture, ithas to restructure the factors listed above


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Types of Cultures

Robert Quinn and Kim Cameron

From their bookDiagnosing and ChangingOrganizational Culture

There are polarities within the characteristics ofcompanies which create four quadrants


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Flexibility VS. Stability

Some organizations emphasize adaptation,change, and organic processes while others are

effective in emphasizing stable, predictable, andmechanistic processes


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Internal Focus VS. External Focus

Some organizations are effective throughfocusing on themselves and their internal

processesIf we improve our efficiency and dothings right, we will be successful in themarketplace. Others excel by focusing on the

market or competition Our rivals have weakcustomer service, so this is where we willdifferentiate ourselves.


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External Focus

Stability

Internal Focus

Flexibility


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Culture Clusters

According to Robert Cooke there are three typesof clusters

Constructive Culture

Passive/Defensive Culture

Aggressive/Defensive Culture


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Constructive cultures, in which members areencouraged to interact with others and approach

tasks in ways that will help them to meet theirhigher-order satisfaction needs (includesAchievement, Self-Actualizing,HumanisticEncouraging, and Affiliativecultures).


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Passive/Defensive cultures, in which membersbelieve they must interact with people in

defensive ways that will not threaten their ownsecurity (includes Approval, Conventional,Dependent, and Avoidance cultures).


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Aggressive/Defensive cultures, in whichmembers are expected to approach tasks in

forceful ways to protect their status and security(includes Oppositional, Power, Competitive, andPerfectionistic cultures).


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Why is culture so important to anorganization? Edgar Schein, an MIT Professor of Management

and author ofOrganizational Culture and

Leadership: A Dynamic View, suggests that anorganization's culture develops to help it copewith its environment.


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Effects Of Organizational Culture1. A strong organizational culture will attract high

level talent.

2. A strong organizational culture will help to keepyour top level talent.

3. A strong culture creates energy and momentum.

4. A strong and successful organizational cultureshould alter the employees view of work.

5. A strong and positive organizational culture willhelp make everyone more efficient and successful.


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Sources:

Stueart, Robert D. Library and Information Center Management. 5thed. Englewood, CO: Libraries Unlimited, 1998.

Barney, Jay B. The Management of Organizations: Strategy,Structure, Behavior. Boston, MA: Houghton Mifflin Company, 1992.

http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-dm/pt4ch16.html

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OEI-Product-Overview-Brochure.pdf http://www.haworth.com/en-us/Knowledge/Workplace-

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