Organizational Behavior 15th Global Edition

Organizational
Behavior
Chapter 16 15th Global Edition

Robbins and Judge
Organizational Culture
Copyright © 2013 Pearson Education 16-1

Define organizational culture and
LO 1 describe its common characteristics
 Organizational culture refers to a system of

shared meaning held by members that
distinguishes the organization from other
organizations.
16-2
Copyright © 2013 Pearson Education
 Research identifies seven primary characteristics

that capture the essence of an organization’s
culture:
 Innovation and risk taking.
 Attention to detail.
 Outcome orientation.
 People orientation.
 Team orientation.
 Aggressiveness.
 Stability.
16-3
 Organizational culture is concerned with employees’

perception culture.
 Research asks questions
 Does it encourage teamwork?
 Does it reward innovation?
 Does it stifle initiative?
 It differs from job satisfaction

 Job satisfaction is evaluative.
 Organizational culture is descriptive.
16-4
 High formalization creates predictability, orderliness,

and consistency.
 Formalization and culture are two different roads to a
common destination.
 The stronger an organization’s culture, the less
management needs to develop formal rules and
regulations.
 Employees internalize guides when they accept the
organization’s culture.
16-5
Compare the functional and
LO 2 dysfunctional effects of organizational
culture on people and the organization
Culture’s Functions
 Boundary-defining role
 Conveys a sense of identity for members
 Facilitates the generation of commitment
 Enhances the stability of the social system
 Serves as a sense-making and control mechanism
 Guides and shapes attitudes and behavior of
employees
16-6
Compare the functional and
LO 2 dysfunctional effects of organizational
culture on people and the organization
 Institutionalization
 Barriers to Change
 Barriers to Diversity
 Barriers to Acquisitions and Mergers
16-7
Identify the factors that create
LO 3 and sustain an organization’s culture
 How a Culture Begins

 Ultimate source of an organization’s culture is its
founders.
 Founders have vision of what the organization should
be.
 Unconstrained by previous ideologies or customs.
 New organizations are typically small; facilitates the
founders’ imparting of their vision on all organizational
members.
16-8
 Culture creation occurs in three ways:

 Founders hire employees who feel the way
they do.
 Employees are indoctrinated and socialized into
the founders’ way of thinking.
 Founders’ behaviors act as role models.
16-9
 Sustain Through Selection

 The explicit goal of the selection process is to
identify and hire individuals with the knowledge,
skills, and abilities to perform successfully.
 Top Management
 The actions of top management also have a
major impact on the organization’s culture.
16-10
16-11
Show how culture is
LO 4 transmitted to employees
 Culture is transmitted to employees through

 Stories,
 Rituals,
 Material symbols, and
 Language.
16-12
Demonstrate how an
LO 5 ethical culture can be created
 Characteristics shaping high ethical standards:

 High in risk tolerance
 Low to moderate in aggressiveness
 Focuses on means as well as outcomes
 Managers are
 Supported for taking risks and innovating,
 Discouraged from unbridled competition, and
 Guided to not just what is achieved but also how.
16-13
Demonstrate how an
 If the culture is strong and supports high ethical

standards, it should have a very powerful and
positive influence on employee behavior.
 The negative consequences of a systematic culture
of unethical behavior can be severe and include
customer boycotts, fines, lawsuits, and government
regulation of an organization’s practices.
16-14
Demonstrate how an
 How can management create a more ethical

culture?
 Be a visible role model.
 Communicate ethical expectations.
 Provide ethical training.
 Reward ethical acts and punish unethical ones.
 Provide protective mechanisms.
16-15
Describe a positive
LO 6 organizational culture
 There is a trend today for organizations to attempt

to create a positive organizational culture.
 A positive organizational cultureemphasizes
building on employee strengths, rewards more than
it punishes, and emphasizes individual vitality
growth.
16-16
Show how national culture may
LO 8 affect the way organizational
culture is transported to a different country
 Organizational cultures often reflect national culture.
 One of the primary things U.S. managers can do is to

be culturally sensitive.
 The management of ethical behavior is one area where
national culture can rub up against corporate culture.
 U.S. employees are not the only ones who need to be
culturally sensitive.
16-17
Summary and Implications for Managers
16-18

Organizational Behavior 15th Global Edition

Uploaded by

Copyright:

Available Formats

Organizational Behavior 15th Global Edition

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Organizational Behavior 15th Global Edition

Uploaded by

Copyright:

Available Formats

Organizational

Chapter 16 15th Global Edition

Copyright © 2013 Pearson Education 16-1

 Organizational culture refers to a system of

 Research identifies seven primary characteristics

 Organizational culture is concerned with employees’

 It differs from job satisfaction

 High formalization creates predictability, orderliness,

 Barriers to Acquisitions and Mergers

 How a Culture Begins

 Culture creation occurs in three ways:

 Sustain Through Selection

 Culture is transmitted to employees through

 Characteristics shaping high ethical standards:

 If the culture is strong and supports high ethical

 How can management create a more ethical

 There is a trend today for organizations to attempt

 One of the primary things U.S. managers can do is to

You might also like