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Organizational Culture

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Transcript

  • 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?