Organizational behavior

1. ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
WWW.PRENHALL.COM/ROBBINS
T E N T H E D I T I O N
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2. O B J E C T I V E S
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:
1. Describe institutionalization and its
relationship to organizational culture.
2. Define the common characteristics making up
organizational culture.
L E A R N I N G
3. Contrast strong and weak cultures.
4. Identify the functional and dysfunctional
effects of organizational culture on people and
the organization.
5. Explain the factors determining an
organization’s culture.
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3. O B J E C T I V E S (cont’d)
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:
6. List the factors that maintain an organization’s
culture.
7. Clarify how culture is transmitted to
employees.
8. Outline the various socialization alternatives
available to management.
L E A R N I N G
9. Describe a customer-responsive culture.
10. Identify characteristics of a spiritual culture.
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4. Institutionalization: A Forerunner of Culture
Institutionalization: A Forerunner of Culture
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5. What Is Organizational Culture?
What Is Organizational Culture?
Characteristics:
Characteristics:
1. Innovation and risk
1. Innovation and risk
taking
taking
2. Attention to detail
2. Attention to detail
3. Outcome orientation
3. Outcome orientation
4. People orientation
4. People orientation
5. Team orientation
5. Team orientation
6. Aggressiveness
6. Aggressiveness
7. Stability
7. Stability
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6. What Is Organizational Culture? (cont’d)
What Is Organizational Culture? (cont’d)
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7. What Is Organizational Culture? (cont’d)
What Is Organizational Culture? (cont’d)
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8. What Is Organizational Culture? (cont’d)
What Is Organizational Culture? (cont’d)
 Culture Versus Formalization
– A strong culture increases behavioral consistency and
can act as a substitute for formalization.
 Organizational Culture Versus National Culture
– National culture has a greater impact on employees
than does their organization’s culture.
– Nationals selected to work for foreign companies may
be atypical of the local/native population.
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9. What Do Cultures Do?
What Do Cultures Do?
Culture’s Functions:
Culture’s Functions:
1. Defines the boundary between one
1. Defines the boundary between one
organization and others.
organization and others.
2. Conveys aasense of identity for its members.
2. Conveys sense of identity for its members.
3. Facilitates the generation of commitment to
3. Facilitates the generation of commitment to
something larger than self-interest.
something larger than self-interest.
4. Enhances the stability of the social system.
4. Enhances the stability of the social system.
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10. What Do Cultures Do?
What Do Cultures Do?
Culture as a Liability:
Culture as a Liability:
1. Barrier to change
1. Barrier to change
2. Barrier to diversity
2. Barrier to diversity
3. Barrier to acquisitions and
3. Barrier to acquisitions and
mergers
mergers
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11. Keeping Culture Alive
Keeping Culture Alive
 Selection
– Concerned with how well the candidates will fit into the
organization.
– Provides information to candidates about the
organization.
 Top Management
– Senior executives help establish behavioral norms that
are adopted by the organization.
 Socialization
– The process that helps new employees adapt to the
organization’s culture.
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12. Stages in the Socialization Process
Stages in the Socialization Process
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13. A Socialization Model
A Socialization Model
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14. Entry Socialization Options
Entry Socialization Options
•• Formal versus Informal
Formal versus Informal
•• Individual versus Collective
Individual versus Collective
•• Fixed versus Variable
Fixed versus Variable
•• Serial versus Random
Serial versus Random
•• Investiture versus Divestiture
Investiture versus Divestiture
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15. How Organization Cultures Form
How Organization Cultures Form
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16. How Employees Learn Culture
How Employees Learn Culture
•• Stories
Stories
•• Rituals
Rituals
•• Material Symbols
Material Symbols
•• Language
Language
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17. Creating An Ethical Organizational Culture
Creating An Ethical Organizational Culture
 Characteristics of Organizations that Develop
High Ethical Standards
– High tolerance for risk
– Low to moderate in aggressiveness
– Focus on means as well as outcomes
 Managerial Practices Promoting an Ethical
Culture
– Being a visible role model.
– Communicating ethical expectations.
– Providing ethical training.
– Visibly rewarding ethical acts and punishing unethical
ones.
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18. Creating a Customer-Responsive Culture
Creating a Customer-Responsive Culture
 Key Variables Shaping Customer-Responsive
Cultures
1. The types of employees hired by the organization.
2. Low formalization: the freedom to meet customer
service requirements.
3. Empowering employees with decision-making
discretion to please the customer.
4. Good listening skills to understand customer
messages.
5. Role clarity that allows service employees to act as
“boundary spanners.”
6. Employees who engage in organizational citizenship
behaviors.
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19. Creating a Customer-Responsive Culture
Creating a Customer-Responsive Culture
Managerial Actions:
Managerial Actions:
•• Select new employees with personality and
Select new employees with personality and
attitudes consistent with high service
attitudes consistent with high service
orientation.
orientation.
•• Train and socialize current employees to be
Train and socialize current employees to be
more customer focused.
more customer focused.
•• Change organizational structure to give
Change organizational structure to give
employees more control.
employees more control.
•• Empower employees to make decision about
Empower employees to make decision about
their jobs.
their jobs.
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20. Creating a Customer-Responsive Culture
Creating a Customer-Responsive Culture
Managerial Actions (cont’d) ::
Managerial Actions (cont’d)
•• Lead by conveying a customer-focused vision
Lead by conveying a customer-focused vision
and demonstrating commitment to customers.
and demonstrating commitment to customers.
•• Conduct performance appraisals based on
Conduct performance appraisals based on
customer-focused employee behaviors.
customer-focused employee behaviors.
•• Provide ongoing recognition for employees who
Provide ongoing recognition for employees who
make special efforts to please customers.
make special efforts to please customers.
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21. Spirituality and Organizational Culture
Spirituality and Organizational Culture
Characteristics:
Characteristics:
• • Strong sense of
Strong sense of
purpose
purpose
• • Focus on individual
Focus on individual
development
development
• • Trust and openness
Trust and openness
• • Employee
Employee
empowerment
empowerment
• • Toleration of employee
Toleration of employee
expression
expression
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22. How Organizational Cultures Have an Impact
How Organizational Cultures Have an Impact
on Performance and Satisfaction
on Performance and Satisfaction
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