Discusses the basic concept of organizational culture

1. Introduction
Prepared by: MAS, Pamela Bianca E.

2. Kroeber and Kluckholn (1952)
Culture consists of patterns, explicit
and implicit, of and for behavior
acquired and transmitted by symbols,
constituting the distinctive
achievement of human groups,
including their embodiment in
artifacts. Prepared by: MAS, Pamela Bianca E.

3. Hofstede (1980)
Culture is the collective programming
of the mind which distinguishes the
member of one human group from
another; the interactive aggregate of
common characteristics that
influences a human group’s response
to its environment.
Prepared by: MAS, Pamela Bianca E.

4. Symington (1983)
Culture is that complex whole which
includes knowledge, belief, art, law,
morals, customs and capabilities and
habits acquired by a man as a
member of society.
Prepared by: MAS, Pamela Bianca E.

5. Sinha (2000)
Culture consists of totality of
assumptions, belief, values, social
systems and institutions, physical
artifacts and behavior of people,
reflecting their desire to maintain
continuity as well as to adapt to
external demands.
Prepared by: MAS, Pamela Bianca E.

6. Work culture is the totality of various
levels of interaction among
organizational factors and
organismic factors which over a
period of time develop roles, norms,
and values focusing work.
Prepared by: MAS, Pamela Bianca E.

7. • Boundaries
• Goals
• Objectives
• Technology
• Managerial practices
• Resources
• Constraints
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8. • Skills
• Knowledge
• Needs
• Expectations
Prepared by: MAS, Pamela Bianca E.

9. • OPERATORS
• ENGINEER
• EXECUTIVE
Prepared by: MAS, Pamela Bianca E.
Meier (1999)
Malmi (1997), Meier (1999)
Hansen and
Kahnweiler(1997), Jackall
(1988)

10. Selection
Socialization
Prepared by: MAS, Pamela Bianca E.
Influenced
The act of choosing
something from a
group
Culture values are
brought to line with
organizational through
common values and
goals

11. A pattern of shared basic assumptions that
the group learned as it solved its problems
of external adaptations and internal
integration, that has worked well enough to
be considered valid and, therefore, to be
taught to new members as the correct way
to perceive, think, and feel in relation to
those problems
Prepared by: MAS, Pamela Bianca E.

12. • The Consistency Hypothesis
• The Mission Hypothesis
• The Involvement/Participation
Hypothesis
• The Adaptability Hypothesis
Prepared by: MAS, Pamela Bianca E.

13. • TCH: Idea that a common perspective,
shared belief, and communal values
among organizational participants would
enhance internal coordination and promote
meaning and a sense of identification on
the part of its members.
• TMH: Idea that shared sense of purpose,
direction, and strategy would coordinate
and galvanize organizational members
towards collective goals.
Prepared by: MAS, Pamela Bianca E.

14. • TI/PH: Idea that involvement and
participation would contribute to a sense of
responsibility and ownership and, hence,
organizational commitment and loyalty.
• TAH: Idea that norms and beliefs that
enhance an organization’s ability to
receive, interpret, and translate signals
from the environment into internal
organizational and behavioral changes
would promote its survival, growth, and
development.Prepared by: MAS, Pamela Bianca E.

15. • Member Identity
• Group Emphasis
• People Focus
• Unit Integration
• Control
• Risk Tolerance
• Reward Criteria
• Conflict Tolerance
• Means-end
Orientation
• Open System Focus
Prepared by: MAS, Pamela Bianca E.

16. • It was developed to examine the
congruence between individual
and organizational values.
• It has been identified as a
measure of culture and values as
one facet of culture at the
organizational level.
• It was one of the only few
instruments to provide details
concerning reliability and validity.
Prepared by: MAS, Pamela Bianca E.
O’Reilly,
Chatman, &
Caldwell (1991)
Agle & Cladwell
(1999)
Ashkansay,
Broadfoot, &
Falkus (2000)

17. Innovative Culture
• Flexible, adaptable, and experiment
with new ideas
• Flat hierarchy in which titles and other
status distinctions tend to be
downplayed.
Prepared by: MAS, Pamela Bianca E.

18. Aggressive Culture
• Value competitiveness and
outperforming competitors.
Prepared by: MAS, Pamela Bianca E.
Outcome-oriented Culture
• Emphasize achievement, results, and
action as important values.

19. Stable Culture
• Predictable, rule oriented, and
bureaucratic.
• Aim to coordinate and align individual
efforts for greatest level of efficiency.
• Prevent quick action, and, as a result,
may be a misfit to a changing and
dynamic environment.
Prepared by: MAS, Pamela Bianca E.

20. People-oriented culture
• Fairness, supportiveness and respect
individual rights.
• Atmosphere where work is fun and
employees do not feel that they are
required to choose between work and
other aspects of their lives.
Prepared by: MAS, Pamela Bianca E.

21. Team-oriented culture
• Collaborative and emphasize
cooperation among employees.
• Members tend to have more positive
relationship with their co-workers, and
particularly with managers.
Prepared by: MAS, Pamela Bianca E.

22. Detail-oriented culture
• Emphasize precision and paying
attention to details.
Prepared by: MAS, Pamela Bianca E.
Service Culture
Safety Culture

23. • Innovative vs Stability
• Strategic vs Operational Focus
• Outcome vs Process Orientation
• Task vs Social Focus
• Team vs Individual Orientation
• Customer vs Cost Control
• Internal vs External Orientation
Prepared by: MAS, Pamela Bianca E.