The document discusses organizational culture, defining it as basic assumptions that are learned and taught to new members. It covers the levels of culture including artifacts, espoused values, and basic assumptions. It also examines theories on culture such as strong culture, fit perspective, and adaptive culture perspectives and their relationship to organizational performance.
The document discusses organizational culture, defining it as basic assumptions that are learned and taught to new members. It covers the levels of culture including artifacts, espoused values, and basic assumptions. It also examines theories on culture such as strong culture, fit perspective, and adaptive culture perspectives and their relationship to organizational performance.
The document discusses organizational culture, defining it as basic assumptions that are learned and taught to new members. It covers the levels of culture including artifacts, espoused values, and basic assumptions. It also examines theories on culture such as strong culture, fit perspective, and adaptive culture perspectives and their relationship to organizational performance.
The document discusses organizational culture, defining it as basic assumptions that are learned and taught to new members. It covers the levels of culture including artifacts, espoused values, and basic assumptions. It also examines theories on culture such as strong culture, fit perspective, and adaptive culture perspectives and their relationship to organizational performance.
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MGMT 371:
Organizational Culture “A pattern of basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think and feel in relation to those problems.” Edgar Schein, 1992
https://www.youtube.com/watch?v=Wox5H9NYSe0 Artifacts – symbols s of culture in the physical and social work environment
Values Espoused: what members of Levels of an organization say they value Organizational Enacted: reflected in the way individuals actually behave Culture
Assumptions – deeply held
beliefs that guide behavior and tell members of an organization how to perceive and think about things Artifacts – symbols s of Organizational Culture culture in the physical Visible, often not and social work environment decipherable
Values Espoused: what members of Greater level an organization say they value of awareness Enacted: reflected in the way individuals actually behave
Assumptions – deeply held Taken for granted,
beliefs that guide behavior and tell Invisible, Preconscious members of an organization how to perceive and think about things Types of Artifacts Personal Enactment Ceremonies and Rites Stories About the boss About getting fired About relocating About promotions About crisis situations About status considerations Rituals Symbols Functions of Organizational Culture
Culture provides a sense of identity to members
and increases their commitment to the organization Culture is a sense-making device for organization members Culture reinforces the values of the organization Culture serves as a control mechanism for shaping behavior Understanding Organizational Culture Antecedents Organizational Organizational Group & Social Culture Structure & Processes • Founder’s values Practices • Socialization • Observable artifacts • Industry & business • Reward systems • Mentoring environment • Organizational • Decision • National culture • Espoused values design making • Senior leaders’ vision and behavior • Group dynamics • Basic assumptions • Communication Collective • Influence & Attitudes & empowerment Organizational Behavior • Leadership Outcomes • Work attitudes • Effectiveness • Job satisfaction • Innovation & stress • Motivation Types of Cultures Constructive Valuing members, self-actualizing, affiliative, and humanistic/encouraging normative beliefs (expected behavior or conduct) Passive-defensive Approval-oriented, traditional and bureaucratic, dependent and nonparticipative, punish mistakes but ignore success Aggressive-defensive Confrontation and negativism are rewarded, nonparticipative, positional power, winning valued, competitiveness rewarded, perfectionistic Constructive Culture Normative Beliefs Organizational Characteristics
Achievement Goal and achievement
oriented
Self-actualizing Value self-development and
creativity
Participative, employee Humanistic- centered, and supportive encouraging High priority on constructive interpersonal Affiliative relationships, and focus on work group satisfaction Passive Defensive Culture
Avoidance Negative reward system and Defensive avoid
accountability Aggressive-Defensive Culture
Normative Beliefs Organizational
Characteristics
Oppositional Confrontation and
negativism rewarded
Power Nonparticipative, take
charge of Defensive subordinates, and responsive to superiors Winning is values and a Competitive win-lose approach is used
Perfectionistic, persistent, and hard working
Perfectionistic Activity: Identify the OCs in the cultures of the following companies:
Google: https://www.youtube.com/watch?v=c1jlmdkApTQ Zappos: https://www.youtube.com/watch?v=axlWBn7YQA4 Patagonia: https://www.youtube.com/watch?v=cnWw55rhIxs Disney: https://www.youtube.com/watch?v=oEkksmYMvjY Organizational Culture Research Suggests: 1) Organizational culture correlated with employee attitudes and behavior
2) Congruence (¨FIT¨) between an individual’s values and
the organization’s values associated with organizational commitment, job satisfaction, intentions to quit, and turnover
3) Mergers frequently failed due to incompatible cultures
Theories on the relationship between organizational culture and performance
Strong Culture Perspective
Fit Perspective Adaptive Perspective Strong Culture an organizational culture with a
consensus on the values that drive the
company and with an intensity that is
recognizable even to outsiders
Strong Cultures Facilitate Performance BECAUSE • They are characterized by goal alignment • They create a high level of motivation because of shared values by the members • They provide control without the oppressive effects of bureaucracy Fit Perspective a culture is good only if it fits the
industry or the firm’s strategy
Fit Perspective
Three particular industry
characteristics affect culture:
1.Competitive environment 2.Customer requirements 3.Societal expectations Adaptive Culture an organizational culture that
encourages confidence and risk taking
among employees, has leadership that
produces change, and focuses on the
changing needs of customers
Adaptive vs. Nonadaptive Cultures Most Important Elements in Managing Culture
What leaders pay attention to
How leaders react to crises How leaders behave How leaders allocate rewards How leaders hire and fire individuals Organizational Socialization First Watch: http://bigthink.com/videos/jennifer-deal- workplace-socialization Organizational Socialization Phase 1: Anticipatory
Phase 2: Encounter
Phase 3: Change and acquisition
Organizational Socialization Process Organizational Socialization Phases Perceptual and Social Processes
1) Anticipatory Anticipating realities about
socialization learning the organization and the that occurs prior to new job joining the Anticipating organization’s organization needs for one’s skills and abilities Anticipating organization’s sensitivity to one’s needs and values Organizational Socialization Phases Perceptual and Social Processes
2) Encounter values, Managing lifestyle-versus-
skills, and attitudes work conflicts start to shift as new Managing intergroup role recruit discovers conflicts what the Seeking role definition and organization is truly clarity like Becoming familiar with task and group dynamics Organizational Socialization Phases Perceptual and Social Processes
3) Change and Competing role demands are
acquisition recruit resolved masters skills and Critical tasks are mastered roles and adjusts to Group norms and values are work group’s values internalized and norms Outcomes of Socialization Newcomers who are successfully socialized should exhibit: Good performance High job satisfaction Intention to stay with organization Low levels of distress symptoms High level of organizational commitment How cultures are embedded in organizations Formal/public statements Physical Layout Slogans Mentoring, modeling Explicit rewards, promotion criteria Stories, legends, myths Processes and outcomes, measurement Workflow and systems Mentoring Outcomes for Mentees Outcomes for Mentors Outcomes for Organizations Maintaining the Culture Functions of Mentoring Career Functions Sponsorship Exposure-and-Visibility Coaching Protection Challenging Assignments Psychological Functions Role Modeling Acceptance-and-Confirmation Counseling Friendship
What other benefits have you gained
from you last Mentor (Professional/Private)??? Questions on Culture Can the organizational culture change? How?
Does/Should the culture look the same
from the top and from the bottom? Interventions for Changing Organizational Culture
