Chapter 15  Organizational Culture Essentials of  Organizational Behavior ,  10/e Stephen P. Robbins & Timothy A. Judge
After studying this chapter, you should be able to: <ul><li>Define  organizational culture  and describe its common charac...
Organizational Culture <ul><li>A system of shared meaning held by members that distinguishes the organization from other o...
Seven Characteristics of Organizational Culture <ul><li>Innovation and Risk Taking </li></ul><ul><li>Attention to Detail <...
Culture Is a Descriptive Term <ul><li>Culture </li></ul><ul><li>Organizational culture is concerned with how employees  pe...
Do Organizations Have Uniform Cultures?  <ul><li>The  dominant  culture expresses the core values that are shared by a maj...
Strong Cultures <ul><li>In a strong culture, the organization’s core values are both intensely held and widely shared  </l...
Culture Versus Formalization <ul><li>Both seek  predictability, orderliness, and consistency </li></ul><ul><li>Culture con...
Culture’s Five Basic Functions <ul><li>Defines Boundaries </li></ul><ul><li>Conveys a Sense of Identity  </li></ul><ul><li...
Culture as a Liability  <ul><li>Barrier to Change </li></ul><ul><ul><li>Culture is slow to change – even in a dynamic envi...
Creating Culture <ul><li>Ultimate source of an organization’s culture is its founders </li></ul><ul><li>Founders create cu...
Keeping a Culture Alive <ul><li>Selection – seek out those who fit in </li></ul><ul><li>Top Management – establish norms o...
A Socialization Model <ul><li>Pre-arrival –initial knowledge about the organization and own unique ideas </li></ul><ul><li...
Dimensions of  Socialization Programs <ul><li>Intense Programs </li></ul><ul><li>Formal – new workers separated for traini...
How Organization Cultures Form <ul><li>Success in employee socialization depends on management’s selection of socializatio...
How Employees Learn Culture <ul><li>Culture is transmitted to employees through: </li></ul><ul><ul><li>Stories – provide e...
Creating an Ethical Organizational Culture <ul><li>A strong culture with high risk tolerance, low-to-moderate aggressivene...
Creating a Positive Organizational Culture <ul><li>A positive culture is one that emphasizes the following: </li></ul><ul>...
Global Implications <ul><li>National and Organizational Cultures: </li></ul><ul><li>Organizations exist in a global contex...
Implications for Managers <ul><li>Create the culture you want when the organization is small and new </li></ul><ul><li>If ...
Keep in Mind… <ul><li>Organizational culture is concerned with how employees  perceive  the culture, not whether or not th...
Summary <ul><li>Defined  organizational culture  and described its common characteristics. </li></ul><ul><li>Compared the ...
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Organizational culture

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Bidaya Organisasi, Organizational culture, organization culture

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  • Thanks for sharing your thoughts on organizational culture. I've downloaded your presentation to help me think through how I want to discuss organizational culture with my internship students. Dawn Balistreri, Alverno College, Milwaukee, Wisconsin
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  • This is a good overview about what organizational culture can include,
    however, I think a section that describes the importance of diversity within an organization is very important. Leadership who cultivate
    diversity within the corporate culture helps foster employee engagement due to differences being recognized, and in turn employees feeling their skills, perspective, and generations are being respected and
    recognized as an important part of the organization's success. This process
    will increase productivity and cohesiveness among members.
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  • Research dissertation assistance: Visit www.brigettes.com and click on Doctoral Research Projects. Thank you,

    Dr. Brenda
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  • thanks!
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Organizational culture

  1. 1. Chapter 15 Organizational Culture Essentials of Organizational Behavior , 10/e Stephen P. Robbins & Timothy A. Judge
  2. 2. After studying this chapter, you should be able to: <ul><li>Define organizational culture and describe its common characteristics. </li></ul><ul><li>Compare the functional and dysfunctional effects of organizational culture on people and the organization. </li></ul><ul><li>Explain the factors that create and sustain an organization’s culture. </li></ul><ul><li>Show how culture is transmitted to employees. </li></ul><ul><li>Demonstrate how an ethical culture and a positive culture can be created. </li></ul><ul><li>Show how national culture may affect the way organizational culture is transported to a different country. </li></ul>
  3. 3. Organizational Culture <ul><li>A system of shared meaning held by members that distinguishes the organization from other organizations </li></ul><ul><li>Composed of seven key characteristics </li></ul>
  4. 4. Seven Characteristics of Organizational Culture <ul><li>Innovation and Risk Taking </li></ul><ul><li>Attention to Detail </li></ul><ul><li>Outcome Orientation </li></ul><ul><li>People Orientation </li></ul><ul><li>Team Orientation </li></ul><ul><li>Aggressiveness </li></ul><ul><li>Stability </li></ul>
  5. 5. Culture Is a Descriptive Term <ul><li>Culture </li></ul><ul><li>Organizational culture is concerned with how employees perceive an organization’s culture, not whether or not they like it </li></ul><ul><li>Descriptive </li></ul><ul><li>Job Satisfaction </li></ul><ul><li>Measures affective responses to the work environment: concerned with how employees feel about the organization </li></ul><ul><li>Evaluative </li></ul>
  6. 6. Do Organizations Have Uniform Cultures? <ul><li>The dominant culture expresses the core values that are shared by a majority of the organization’s members </li></ul><ul><li>Subcultures tend to develop in large organizations to reflect common problems, situations, or experiences of members </li></ul><ul><li>Subcultures mirror the dominant culture but may add to or modify the core values </li></ul>
  7. 7. Strong Cultures <ul><li>In a strong culture, the organization’s core values are both intensely held and widely shared </li></ul><ul><li>Strong cultures will: </li></ul><ul><ul><li>Have great influence on the behavior of its members </li></ul></ul><ul><ul><li>Increase cohesiveness </li></ul></ul><ul><ul><li>Result in lower employee turnover </li></ul></ul>
  8. 8. Culture Versus Formalization <ul><li>Both seek predictability, orderliness, and consistency </li></ul><ul><li>Culture controls by increasing behavioral consistency </li></ul><ul><li>Formalization controls through policies and written documentation </li></ul><ul><li>Strong cultures can be a substitute for formalization </li></ul>
  9. 9. Culture’s Five Basic Functions <ul><li>Defines Boundaries </li></ul><ul><li>Conveys a Sense of Identity </li></ul><ul><li>Generates Commitment Beyond Oneself </li></ul><ul><li>Enhances Social Stability </li></ul><ul><li>Sense-making and Control Mechanism </li></ul>
  10. 10. Culture as a Liability <ul><li>Barrier to Change </li></ul><ul><ul><li>Culture is slow to change – even in a dynamic environment </li></ul></ul><ul><li>Barrier to Diversity </li></ul><ul><ul><li>Culture seeks to minimize diversity </li></ul></ul><ul><ul><li>Can embed prevalent bias and prejudice </li></ul></ul><ul><li>Barrier to Acquisitions and Mergers </li></ul><ul><ul><li>Most mergers fail due to cultural incompatibility </li></ul></ul>
  11. 11. Creating Culture <ul><li>Ultimate source of an organization’s culture is its founders </li></ul><ul><li>Founders create culture in three ways: </li></ul><ul><ul><li>By hiring and keeping those who think and feel the same way they do </li></ul></ul><ul><ul><li>Indoctrinating and socializing those employees to their way of thinking and feeling </li></ul></ul><ul><ul><li>Acting as a role model and encouraging employees to identify with them </li></ul></ul>
  12. 12. Keeping a Culture Alive <ul><li>Selection – seek out those who fit in </li></ul><ul><li>Top Management – establish norms of behavior by their actions </li></ul><ul><li>Socialization – help new employees adapt to the existing culture </li></ul>
  13. 13. A Socialization Model <ul><li>Pre-arrival –initial knowledge about the organization and own unique ideas </li></ul><ul><li>Encounter – exposed to the organization </li></ul><ul><li>Metamorphosis – member changed to fit within the organization </li></ul>
  14. 14. Dimensions of Socialization Programs <ul><li>Intense Programs </li></ul><ul><li>Formal – new workers separated for training </li></ul><ul><li>Collective – group basis </li></ul><ul><li>Fixed – planned activities </li></ul><ul><li>Serial – role models used </li></ul><ul><li>Divestiture – strip away characteristics to build up new ones </li></ul><ul><li>Moderate Programs </li></ul><ul><li>Informal – new workers immediately put to work </li></ul><ul><li>Individual – one-on-one </li></ul><ul><li>Variable – no timetables </li></ul><ul><li>Random – on your own </li></ul><ul><li>Investiture – accepts and confirms existing characteristics </li></ul>
  15. 15. How Organization Cultures Form <ul><li>Success in employee socialization depends on management’s selection of socialization method and the closeness of new employees’ values to those of the organization </li></ul>
  16. 16. How Employees Learn Culture <ul><li>Culture is transmitted to employees through: </li></ul><ul><ul><li>Stories – provide explanations </li></ul></ul><ul><ul><li>Rituals – reinforce key values </li></ul></ul><ul><ul><li>Material Symbols – convey importance </li></ul></ul><ul><ul><li>Language – identify and segregate members </li></ul></ul>
  17. 17. Creating an Ethical Organizational Culture <ul><li>A strong culture with high risk tolerance, low-to-moderate aggressiveness, and focuses on means as well as outcomes is most likely to shape high ethical standards </li></ul><ul><ul><li>Managers must be visible role models </li></ul></ul><ul><ul><li>Communicate ethical expectations </li></ul></ul><ul><ul><li>Provide ethical training </li></ul></ul><ul><ul><li>Visibly reward ethical acts and punish unethical ones </li></ul></ul><ul><ul><li>Provide protective mechanisms </li></ul></ul>
  18. 18. Creating a Positive Organizational Culture <ul><li>A positive culture is one that emphasizes the following: </li></ul><ul><li>Building on Employee Strengths </li></ul><ul><li>Rewarding More Than Punishing </li></ul><ul><li>Emphasizing Vitality and Growth of the Employee </li></ul>
  19. 19. Global Implications <ul><li>National and Organizational Cultures: </li></ul><ul><li>Organizations exist in a global context </li></ul><ul><li>Must be aware of local and national cultures </li></ul><ul><li>Suggestions and Observations: </li></ul><ul><li>Organizations heavily dependent on foreign markets and labor </li></ul><ul><li>National culture does influence organizational culture </li></ul><ul><li>All managers must be culturally sensitive </li></ul>
  20. 20. Implications for Managers <ul><li>Create the culture you want when the organization is small and new </li></ul><ul><li>If established culture needs to be changed, expect it to take years </li></ul>
  21. 21. Keep in Mind… <ul><li>Organizational culture is concerned with how employees perceive the culture, not whether or not they like it </li></ul><ul><li>Ethical and positive organizational cultures can be created – methods differ </li></ul><ul><li>National culture influences organizational culture </li></ul>
  22. 22. Summary <ul><li>Defined organizational culture and described its common characteristics. </li></ul><ul><li>Compared the functional and dysfunctional effects of organizational culture on people and the organization. </li></ul><ul><li>Explained the factors that created and sustained an organization’s culture. </li></ul><ul><li>Showed how culture was transmitted to employees. </li></ul><ul><li>Demonstrated how an ethical culture and a positive culture could be created. </li></ul><ul><li>Showed how national culture might affect the way organizational culture is transported to a different country. </li></ul>
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