Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Organizational culture is a system of meaning that members share and that distinguishes the organization from others. The dominant culture expresses the core values shared by a majority of the organization’s members. However, subcultures exist in any organization. Developing along departmental or geographical lines to reflect common problems, situations, or experiences faced by members, subcultures include core values of the dominant culture plus additional values unique to members of the department.
If organizations had no dominant culture and were composed, instead, of numerous subcultures, the value of organizational culture as an independent variable would be significantly lessened because there would be no uniform interpretation of what represented appropriate and inappropriate behavior. It is the “shared meaning” aspect of culture that makes it such a potent device for guiding and shaping behavior.