The document discusses organizational culture from several perspectives. It defines organizational culture as the shared values, beliefs, behaviors, and artifacts that develop over time within an organization. Several experts contribute definitions, with Mintzberg describing culture as the "soul" that gives an organization its identity and drives behavior. Subcultures can also exist within larger organizations. The document also outlines different levels of culture, from visible artifacts to deeper assumptions, and lists some common characteristics used to describe cultures like their orientation toward innovation, detail, people, and aggression. Finally, it identifies four main types of organizational cultures: clan, adhocracy, market, and hierarchy.

1. ORGANIZATIONAL
CULTURE

2. Henry Mintzberg on Culture
• “Culture is the soul of the organization — the
beliefs and values, and how they are
manifested. I think of the structure as the
skeleton, and as the flesh and blood. And
culture is the soul that holds the thing together
and gives it life force.”

3. Schein (1992), Deal and Kennedy (2000), and Kotter (1992)
advanced the idea that organizations often have very differing
cultures as well as subcultures.
Needle (2004), organizational culture represents the collective
values, beliefs and principles of organizational members and is
a product of such factors as history, product, market,
technology, and strategy, type of employees, management
style, and national culture. Corporate culture on the other
hand refers to those cultures deliberately created by
management to achieve specific strategic ends

4. Rivas and Schultz (2006)
• organizational culture is a set of shared mental
assumptions that guide interpretation and action in
organizations by defining appropriate behavior for
various situations. Although a company may have its
"own unique culture", in larger organizations there are
sometimes conflicting cultures that co-exist owing to
the characteristics of different management teams.
Organizational culture may affect employees'
identification with an organization.

5. Organizational Culture
• The pattern of shared values, beliefs,tangible
signs (artifacts) and assumptions considered to
be the appropriate way to think and act within
an organization.
– Culture is shared.
– Culture helps members solve problems.
– Culture is taught to newcomers.
– Culture strongly influences behaviour.

6. Exhibit 10-1 Layers of Culture

7. Levels of Culture
• Artifacts
– Aspects of an organization’s culture that you see, hear, and feel
• Beliefs
– The understandings of how objects and ideas relate to each
other
• Values
– The stable, long-lasting beliefs about what is important
• Assumptions
– The taken-for-granted notions of how something should be in
an organization

8. ORGANIZATIONAL CULTURE
Elements of Culture:
– Artifacts: things representing group beliefs & culture
– Belief: the understanding of how object and ideas
relate to each other
– Values: beliefs about use of time and hard work; the
way things ought to be
– Basic assumptions: core beliefs of the group,
relationship between individuals and group,
supervisor-supervisee relationships, risk-taking,
new worker orientation, benefits

9. Characteristics of
Organizational Culture
• Innovation and risk-taking
– The degree to which employees are encouraged to be innovative and take
risks.
• Attention to detail
– The degree to which employees are expected to exhibit precision,
analysis, and attention to detail.
• Outcome orientation
– The degree to which management focuses on results or outcomes rather
than on technique and process.
• People orientation
– The degree to which management decisions take into consideration the
effect of outcomes on people within the organization.

10. Characteristics of Organizational
Culture
• Team orientation
– The degree to which work activities are organized around teams
rather than individuals.
• Aggressiveness
– The degree to which people are aggressive and competitive rather
than easygoing.
• Stability
– The degree to which organizational activities emphasize
maintaining the status quo in contrast to growth.

12. What are 4 types of organizational
culture?
• Clan oriented cultures are family-like, with a focus on
mentoring, nurturing, and “doing things together.”
• Adhocracy oriented cultures are dynamic and
entrepreneurial, with a focus on risk-taking, innovation,
and “doing things first.”(Entrepreneurial)
• Market oriented cultures are results oriented, with a focus
on competition, achievement, and “getting the job done.”
• Hierarchy oriented cultures are structured and controlled,
with a focus on efficiency, stability and “doing things
right.”(Bureaucratic)