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Org culture

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  • 1. Organizational Culture SUBMMITTED BY: NOMAN GHALIB 15-1
  • 2. Organizational culture • A system of shared meanings that are held by members that distinguishes the organization from other organizations 15-2
  • 3. Characteristics of Organizational Culture 1. 2. 3. 4. 5. 6. 7. Innovation and risk taking Attention to detail Outcome orientation People orientation Team orientation Aggressiveness Stability 15-3
  • 4. Do Organizations Have Uniform Cultures? • A dominant culture expresses the core values that are shared by a majority of the organization’s members • A multiculture is Minicultures within the organization, typically defined by department designations and geographical separations 15-4
  • 5. Strong vs. Weak Cultures • In a strong culture, the organization’s core values are both intensely held and widely shared • Core values are primary and dominant values that are accepted through out the organization 15-5
  • 6. Culture’s Functions • • • • • Boundary-defining role Conveys a sense of identity Facilitates the generation of commitment Enhances social system stability Sense-making and control mechanism 15-6
  • 7. Culture vs. formalization • The stronger an organizational culture, the less management need to be concerned with developing formalization 15-7
  • 8. Culture as a Liability • Barriers to change • Barriers to diversity • Barriers to acquisition and mergers 15-8
  • 9. How a Culture Begins • Culture is created in three ways:  Founders hire and keep those who think and feel the same way they do  They indoctrinate and socialize these employees to their way of thinking and feeling  Their behavior acts as a role model encouraging employees to identify with them 15-9
  • 10. Keeping a Culture Alive • Selection – seek out those who would fit in • Top Management – Senior executives establish norms of behavior through what they say and do • Socialization – process that adapts employees to the organization culture 15-10
  • 11. A Socialization Model 15-11
  • 12. How Organization Cultures Form 15-12
  • 13. How Employees Learn Culture • • • • Stories Rituals Material Symbols Language 15-13
  • 14. Managing Cultural Change • Cultural change is most likely to take when the following conditions exist:     Dramatic crisis exists or is created Turnover Young and small organization Weak culture 15-14
  • 15. Creating an Ethical Organizational Culture • • • • Be a visible role model Communicate ethical expectations Provide ethical training Visibly reward ethical acts and punish unethical ones • Provide protective mechanisms 15-15
  • 16. Managerial Action to Make Culture More Customer Responsive • • • • • • • Selection Training Structural design Empowerment Leadership Performance evaluation Reward systems 15-16
  • 17. Implications for Managers • Create the culture you want when the organization is small • If established culture needs to be changed, expect it to take years 15-17