Creating and Maintaining Organizational Culture...الوصفالثقافة الفرعية في...
Transcript of Creating and Maintaining Organizational Culture...الوصفالثقافة الفرعية في...
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Essentials of Organizational BehaviorFourteenth Edition, Global Edition
Chapter 8/8Creating and MaintainingOrganizational Culture
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After studying this chapter you should be ableto:
1. Describe the common characteristics of organizational culture.2. Compare the functional and dysfunctional effects of
organizational culture on people and the organization.3. Identify the factors that create and sustain an organization’s
culture.4. Show how culture is transmitted to employees.5. Describe the similarities and differences in creating an ethical
culture, a positive culture, and a spiritual culture.6. Show how national culture may affect the way organizational
culture is interpreted.
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Organizational Culture
• Organizational culture:A system of shared meaning held by members thatdistinguishes the organization from other organizations. This is a shared medium that consists of a set of sevenkey characteristics of the organization values.
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Characteristics of Organizational Culture1. Innovation and risk taking2. Attention to detail: are expected to exhibit precision,
analysis.3. Outcome orientation: management focuses on results or
outcomes rather than on the techniques and processes used toachieve those outcomes.
4. People orientation5. Team orientation6. Aggressiveness: people are aggressive and competitive
rather than easygoing.7. Stability: maintaining the status quo in contrast to growth.
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Culture Is a Descriptive Term
Culture• Organizational culture is
concerned with howemployees perceive anorganization’s culture, notwhether or not they like it
It is a descriptive term
Job Satisfaction• Measures affective
responses to the workenvironment: concernedwith how employees feelabout the organization
It is an evaluative term
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Do Organizations Have Uniform Cultures?
• The dominant culture expresses the core values thatare shared by a majority of the organization’s members:a macro view that gives an organization its distinctpersonality.
• Subcultures tend to develop in large organizations toreflect common problems, situations, or experiences ofmembers
– Subcultures retains the core values of the dominant culturebut may add to or modify the core values
to reflect their own distinct situation.
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Strong versus Weak Cultures
• In a strong culture, the organization’s core values areboth intensely held and widely shared
• Strong cultures will:– Have great influence on the behavior of members– Increase cohesiveness– Result in lower employee turnover
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Culture versus Formalization
• High formalization creates predictability, orderliness,and consistency
• A strong culture achieves the same end without the needfor written documentation
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The Functions of Culture
• Defines boundaries• Conveys a sense of identity• Generates commitment beyond oneself• Enhances social stability• Sense-making and control mechanism
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Culture Creates Climate
• Organizational climate:The shared perceptions organizational members haveabout their organization and work environment
– Positive climate is linked to higher customer satisfaction andfinancial performance
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The Ethical Dimension
• Ethical work climate (EWC):Shared concept of right and wrong behavior in theworkplace that reflects the true values of theorganization and shapes the ethical decision making ofits members
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Culture and Sustainability
• Sustainability:Organization practices that can be sustained over a longperiod of time because the tools or structures thatsupport them are not damaged by the processes
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Culture and Innovation
• Culture and innovation:Innovative companies are characterized by their open,unconventional, collaborative, vision-driven, andaccelerating cultures
• Culture as an asset:Culture can contribute to an organization’s bottom line
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Culture as a Liability
• InstitutionalizationBehaviors and habits go unquestioned – can stifle innovation
• Barriers to changeCulture is slow to change – even in a dynamic environment
• Barriers to diversityCulture seeks to minimize diversityCan embed prevalent bias and prejudice
• Barriers to acquisitions and mergersCultural incompatibility can be a problem
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How a Culture Begins
• Ultimate source of an organization’s culture is itsfounders
• Founders create culture in three ways1. Hiring and keeping those who think and feel the same way
they do2. Indoctrinating and socializing those employees to their
way of thinking and feeling3. Acting as a role model and encouraging employees to
identify with them
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Keeping a Culture Alive
• Selection: seek out those who fit in• Top management: establish norms of behavior by their
actions• Socialization: help new employees adapt to the existing
culture
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A Socialization Model
• Pre-arrival: initial knowledge about the organizationand own unique ideas
• Encounter: exposed to the organization• Metamorphosis: member changed to fit within the
organization
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Entry Socialization Options
• Formal: new workersseparated for training
• Collective: group basis• Fixed: planned activities• Serial: role models used• Divestiture: strip away
characteristics to buildup new ones
• Informal: new workersimmediately put to work
• Individual: one-on-one• Variable: no timetables• Random: on your own• Investiture: accepts and
confirms existingcharacteristics
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Summary: How Cultures Form
• Success in employee socialization depends onmanagement’s selection of socialization methods andthe closeness of new employees’ values to those of theorganization
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How Employees Learn Culture
• Culture is transmitted to employees through:– Stories: provide explanations– Rituals: reinforce key values– Material symbols: convey importance, degree of
egalitarianism desired, and appropriate behaviors– Language: identify and segregate members
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Creating an Ethical Organizational Culture
• A strong culture with high risk tolerance, low-to-moderate aggressiveness, and a focus on means as wellas outcomes is most likely to shape high ethicalstandards
– Managers must be visible role models– Communicate ethical expectations– Provide ethical training– Visibly reward ethical acts and punish unethical ones– Provide protective mechanisms
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Creating a Positive Organizational Culture
• A positive organizational culture emphasizes:– Building on employee strengths– Rewarding more than punishing– Encouraging vitality and growth– Recognizing outside context
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A Spiritual Culture
• Workplace spirituality: recognizes that people have aninner life that nourishes and is nourished by meaningfulwork that takes place in the context of community
• Characteristics of a spiritual organization:– Benevolence– Strong sense of purpose– Trust and respect– Openmindedness
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The Global Context
• Organizational culture can reflect national culture and itcan transcend national boundaries
– Managers need to be culturally sensitive:● Talk in a low tone● Speak slowly● Listen more● Avoid discussing religion and politics
• Ethical decision making can be culture-bound
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Impact on Employee Performance andSatisfaction
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Implications for Managers
• Realize that an organization’s culture is relatively fixed in theshort term.
• Hire individuals whose values align with those of theorganization; these employees will tend to remain committed andsatisfied.
• Understand that employees’ performance and socializationdepend to a considerable degree on their knowing what to do andnot do.
• You can shape the culture of your work environment.• Understand the cultural relevance of your organization’s norms
before introducing new plans or initiatives overseas.