CHAPTER 10
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CHAPTER 10

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CHAPTER 10 CHAPTER 10 Presentation Transcript

  • ORGANIZATIONAL CULTURE
    • Case questions :
    • How is the culture at SAAS evolving? Why is it evolving as it is?
    • To effect the desired cultural changes and their operational impact, what should Ray Main do?
    Case 10: SAAS Robbins Ch 10 Managing Organizational Culture The Toxic Organization Determinants of organizational culture; Functions of culture Cultural change 11 Nov 26
  • Emergence and Purpose of Culture Culture serves two critical functions: Internal integration to integrate members so they develop a collective identity External adaptation to help the organization meet goals and deals with outsiders by responding rapidly to customer needs, for example.
  • Interpreting Culture Interpreting culture requires one to make inferences based on observable symbols. Rites of Passage: facilitate the transition into new social roles Rites of enhancement: create stronger social identities and increase status Rites of renewal: reflect training and development activities that improve organization functioning Rites of integration: create common bonds and good feelings
  • Stories - narratives based on true events Heroes - role models. Legends - embellished with fictional details. Myths -not consistent with the facts. Symbols represent deeper values of the organization. Language - slogan, metaphor to convey special meaning
  • A Socialization Model Socialization Process Outcomes Turnover Commitment Productivity Metamorphosis Encounter Prearrival
  • Organizational Life Cycle ORGANIZATION STAGES OF DEVELOPMENT 1. Entrepreneurial Stage 2. Collectivity Stage 3. Formalization Stage 4. Elaboration Stage Crisis: Need to deal with too much red tape Crisis: Need for delegation with control Crisis: Need for leadership Creativity Provision of clear direction Addition of internal systems Development of teamwork Crisis: Need for revitalization Decline Continued maturity Streamlining, small-company thinking S I Z E Large Small Sources: Adapted from Robert E. Quinn and Kim Cameron, “Organizational Life Cycles and Shifting Criteria of Effectiveness: Some Preliminary Evidence,” Management Science 29 (1983): 33-51; and Larry E. Greiner, “ Evolution and Revolution as Organizations Grow,” Harvard Business Review 50 (July-August 1972): 37-46. 8-
  • Weber’s Dimensions of Bureaucracy and Bases of Organizational Authority
    • BUREAUCRACY
      • 1.Rules and procedures
      • 2. Specialization and division of
      • labour
      • 3. Hierarchy of authority
      • 4. Technically qualified personnel
      • 5. Separate position and incumbent
      • 6. Written communications and records
  • Organizational Control Systems Bureaucratic Control - rational-legal authority : employees’ belief in the legality of rules and the right of those elevated to positions of authority to issue commands -traditional authority : the legitimacy of the status of people exercising authority through tradition -charismatic authority
  • Organizational Control Systems Clan control is the use of corporate culture, shared values, commitment, traditions, trust, and beliefs to control behaviour
  • The Right Rites? Rites and ceremonies Rites of passage Rites of enhancement Rites of renewal Rites of integration Stories Heroes Legends Myths Symbols Language
  • Organizational Design and Culture
    • Clan Culture
    • primary focus on the involvement and participation of the organization's members
    • Bureaucratic Culture
    • Internal focus
    • Consistency
    • Conformity
    • Collaboration
  • Culture and the Learning Organization CHARACTERISTICS -strong organizational culture -encouraging change Three values characterize an adaptive culture in a learning organization: -whole is more important than the part; boundaries between parts minimized. -Equality is a primary value. -The culture encourages risk taking, change, and improvement.
    • Employees and managers may consistently feel that they are:
    • helpless in making things better
    • not supported emotionally or professionally
    • unable to identify the causes of the discomfort and pain
    • unable to leave the situation permanently and unable to solve problems permanently
    • consistently under attack
    THE TOXIC ORGANIZATION
  • Ethical Values and Organizations Personal Ethics Organizational Cultural Ethics External Stakeholders Values-Based Leadership
  • CREATING A CULTURE-Formal Structure and Systems -ethics committee -ethics ombudsperson -whistle-blowing -code of ethics training programs