This document discusses organizational culture and motivation. It introduces how organizational culture was initially studied in the 1970s and 1980s, focusing on how culture could provide competitive advantages. It describes companies as complex, unstable, interdependent systems where culture is co-constructed through daily interactions. The key to a strong culture is focusing on motivating employees through play, purpose, or allowing them to reach their potential, rather than relying on economic or emotional pressures. A successful example is given of Southwest Airlines, which combines purpose, play, and potential to motivate its employees. The conclusion states that focusing on enhancing culture through consistent behaviors, rather than just discussing it, is important for companies.
This document discusses organizational culture and motivation. It introduces how organizational culture was initially studied in the 1970s and 1980s, focusing on how culture could provide competitive advantages. It describes companies as complex, unstable, interdependent systems where culture is co-constructed through daily interactions. The key to a strong culture is focusing on motivating employees through play, purpose, or allowing them to reach their potential, rather than relying on economic or emotional pressures. A successful example is given of Southwest Airlines, which combines purpose, play, and potential to motivate its employees. The conclusion states that focusing on enhancing culture through consistent behaviors, rather than just discussing it, is important for companies.