Your SlideShare is downloading. ×
  • Like
Organizational Culture
Upcoming SlideShare
Loading in...5

Thanks for flagging this SlideShare!

Oops! An error has occurred.


Now you can save presentations on your phone or tablet

Available for both IPhone and Android

Text the download link to your phone

Standard text messaging rates apply

Organizational Culture



  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads


Total Views
On SlideShare
From Embeds
Number of Embeds



Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

    No notes for slide


  • 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 the evolution 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? cont’d
  • 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?