This document discusses the characteristics of organizational behavior and culture. It identifies 7 primary characteristics that define organizational culture: innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, and stability. It then provides examples and descriptions of each characteristic, highlighting companies that exemplify each one such as W.L. Gore for innovation, Microsoft for aggressiveness, Best Buy for outcome orientation, and public sector institutions for stability. The document explores both the benefits and potential downsides of each cultural characteristic.
The purpose of this article is to discuss how corporate culture can be a source of Alpha and examine how to manage your firm’s corporate culture to create “Alpha.”
The purpose of this article is to discuss how corporate culture can be a source of Alpha and examine how to manage your firm’s corporate culture to create “Alpha.”
This presentations includes corporate culture, cultural paradigm, corporation quality, organizational change, 8 ways to keep culture alive and details of these topics.
The Impact of Shared Values, Corporate Cultural Characteristics, and Implemen...CSCJournals
Firms' implementations of Corporate Social Responsibility (CSR) strategies have gained attention worldwide in recent years. Because engaging in CSR may impact the profitability from the resultant cost increases, firms often deliberate in the CSR decision-making process. When carrying out decisions, they may consider how social values can be created when pursuing economic interests. Corporate culture is a soft power that facilitates cohesion, enabling a firm to exhibit a common direction in its operations. Therefore, differences in corporate culture characteristics impact a firm's implementation of CSR activities and communication of related policies, which in turn affects the firm's competitiveness. This study used a questionnaire survey method to survey employees of firms listed in the 2015 and 2016 CSR Award List compiled by Common Wealth Magazine. Employees of firms listed in the "large enterprises," "medium-sized enterprises," and "little Giant" categories served as the research subjects. A total of 430 questionnaires were distributed, with each company receiving 3-5 questionnaires. Subsequently, 323 valid questionnaires were returned. Descriptive statistics, reliability analysis, and regression analysis were conducted to examine the effects of shared values, corporate cultural characteristics (CCC), and CSR activities on innovative behavior (IB). Results showed that strategic thinking of shared values had a significant and positive effect on CSR strategies, and different corporate cultural characteristics were significantly related to CSR strategies. Second, shared values, CCC, and CSR activities correlated positively with IB. indicating that the employees held a common consensus to include CSR in their firm's core operations in order to implement CSR through the strategic thinking of shared values and develop a sustainable corporate culture. Doing so enhances firms' competitiveness, creates social welfare, and instigate employees' innovative behavior.
They say Culture eats Strategy for breakfast. This is true because the biggest leadership challenge to improving an organisation's internal environment is culture. Without a supportive culture even the most brilliant strategy will not get implemented successfully. Without cultural allignment to changing landscape, at best you will get compliance and with it stress, dysfunctional waste and entropy.
An Investigation of the Effect of Challenges Encounters Female Entrepreneuria...AkashSharma618775
The participation of females in entrepreneurial activities is such a satisfying ideal that has proven to
convey positive contribution towards economic process. To ascertain this; the subject matter has presented herein.
Such presentation has been done by giving detailed analysis of the effects of challenges encounters female
entrepreneurial taking Malaysia, which is one of the transformed economies as the country of context. There is a
promising growth in entrepreneurial activities in the recent years in Malaysia; yet, this growth has seen to have
many male entrepreneurs leaving females with minimal rate of participation. There are challenges identified,
evaluated and analyzed to be the very reasons that leads to this scenario. The study employed three challenges
called economic, resource and cultural extracted from Isa et al., (2018); the challenges which are henceforth
implemented as independent variables (IVs) of the study. The study has found the significant correlation between
each of these IVs (EoC) and its subject matter; that’s female entrepreneurial (FE) in Malaysia the DV with the
significant levels of 0.026 and 0.012 respectively. The extent of effects was regretted to be 62% within the inverse
correlation of 0.89 to mean that the increase of EoC results to the decrease of FE and the decrease of EoC leads to
the increase of FE. The statistical analytics were measured using SPSS and data were secondarily reviewed from
the study of Hossain et al., (2018). For further researches; an expansion to reach other stakeholders like police
makers and officers of financial institutions has been recommended because, this study has been established on the
mere perspectives and opinions of entrepreneurs and not other stakeholders of entreprenerial activities.
MGT 201 Helpful Slides For Management Students Of Different Universities In Karachi And All Over Pakistan And World The Environment And Corporate culture
External Business Environment and Performance of Microfinance Institutions: E...AkashSharma618775
This study examined the intensity of competition in the microfinance industry and its relationship
performance of MFIs in Nigeria. From a sample of 121 MFIs in Nigeria, data was collected via a structured
questionnaire. Data collected was analyzed via Partial Least Squares Structural Equation Modeling (PLS-SEM
3.0) using the Statistical Package for Social Science (SPSS v22) and, findings suggest that MFIs were faced with
intense competition in the form of high cost and difficulty of entry, high operational cost and too many players in
the industry regardless of the type of product and services they offer or lending policies they embrace. The result
further reveal that the intensity of competition has significant negative influence on the amount of loans disbursed
and the amount disbursed to women. The study therefore recommends MFI managers to develop operational
mechanisms for cost and risk reduction to survive and excel.
MODULARISM: THE MODES OF THE PROVISIONING OF SPECIFICITY-SURVEYS IN A COMPAR...Terence Morris
MODULAR IDEOLOGY EVOLVES INTELLECTUALLY AS PUBLIC-POLICY PROCESSES BEGIN TO AFFECT STIMULATED ATTITUDINAL CHANGES UNILATERALLY WHILE EMERGING IN PRIVATE-SECTOR ECONOMIES, BECAUSE OF THE NEED TO COMPETE FOR CONTENT PURCHASERS ASSET ALLOCATION DECISIONS. ALONG WITH ASSET ALLOCATION DECISIONS, “SPECIFICITY-SURVEY” SYSTEMS THEORY RECOGNIZES BOTH EXTERNAL AND INTERNAL INFLUENCES ON ORGANIZATIONAL BEHAVIOR. EXTERNAL FACTORS THAT INFLUENCE THE ORGANIZATION INCLUDE WORLD FINANCIAL CONDITIONS, GLOBAL COMPETITION FOR PRODUCTS AND SERVICES, AND POLITICAL AND GOVERNMENTAL REGULATIONS (BURKE, 1994).
This presentations includes corporate culture, cultural paradigm, corporation quality, organizational change, 8 ways to keep culture alive and details of these topics.
The Impact of Shared Values, Corporate Cultural Characteristics, and Implemen...CSCJournals
Firms' implementations of Corporate Social Responsibility (CSR) strategies have gained attention worldwide in recent years. Because engaging in CSR may impact the profitability from the resultant cost increases, firms often deliberate in the CSR decision-making process. When carrying out decisions, they may consider how social values can be created when pursuing economic interests. Corporate culture is a soft power that facilitates cohesion, enabling a firm to exhibit a common direction in its operations. Therefore, differences in corporate culture characteristics impact a firm's implementation of CSR activities and communication of related policies, which in turn affects the firm's competitiveness. This study used a questionnaire survey method to survey employees of firms listed in the 2015 and 2016 CSR Award List compiled by Common Wealth Magazine. Employees of firms listed in the "large enterprises," "medium-sized enterprises," and "little Giant" categories served as the research subjects. A total of 430 questionnaires were distributed, with each company receiving 3-5 questionnaires. Subsequently, 323 valid questionnaires were returned. Descriptive statistics, reliability analysis, and regression analysis were conducted to examine the effects of shared values, corporate cultural characteristics (CCC), and CSR activities on innovative behavior (IB). Results showed that strategic thinking of shared values had a significant and positive effect on CSR strategies, and different corporate cultural characteristics were significantly related to CSR strategies. Second, shared values, CCC, and CSR activities correlated positively with IB. indicating that the employees held a common consensus to include CSR in their firm's core operations in order to implement CSR through the strategic thinking of shared values and develop a sustainable corporate culture. Doing so enhances firms' competitiveness, creates social welfare, and instigate employees' innovative behavior.
They say Culture eats Strategy for breakfast. This is true because the biggest leadership challenge to improving an organisation's internal environment is culture. Without a supportive culture even the most brilliant strategy will not get implemented successfully. Without cultural allignment to changing landscape, at best you will get compliance and with it stress, dysfunctional waste and entropy.
An Investigation of the Effect of Challenges Encounters Female Entrepreneuria...AkashSharma618775
The participation of females in entrepreneurial activities is such a satisfying ideal that has proven to
convey positive contribution towards economic process. To ascertain this; the subject matter has presented herein.
Such presentation has been done by giving detailed analysis of the effects of challenges encounters female
entrepreneurial taking Malaysia, which is one of the transformed economies as the country of context. There is a
promising growth in entrepreneurial activities in the recent years in Malaysia; yet, this growth has seen to have
many male entrepreneurs leaving females with minimal rate of participation. There are challenges identified,
evaluated and analyzed to be the very reasons that leads to this scenario. The study employed three challenges
called economic, resource and cultural extracted from Isa et al., (2018); the challenges which are henceforth
implemented as independent variables (IVs) of the study. The study has found the significant correlation between
each of these IVs (EoC) and its subject matter; that’s female entrepreneurial (FE) in Malaysia the DV with the
significant levels of 0.026 and 0.012 respectively. The extent of effects was regretted to be 62% within the inverse
correlation of 0.89 to mean that the increase of EoC results to the decrease of FE and the decrease of EoC leads to
the increase of FE. The statistical analytics were measured using SPSS and data were secondarily reviewed from
the study of Hossain et al., (2018). For further researches; an expansion to reach other stakeholders like police
makers and officers of financial institutions has been recommended because, this study has been established on the
mere perspectives and opinions of entrepreneurs and not other stakeholders of entreprenerial activities.
MGT 201 Helpful Slides For Management Students Of Different Universities In Karachi And All Over Pakistan And World The Environment And Corporate culture
External Business Environment and Performance of Microfinance Institutions: E...AkashSharma618775
This study examined the intensity of competition in the microfinance industry and its relationship
performance of MFIs in Nigeria. From a sample of 121 MFIs in Nigeria, data was collected via a structured
questionnaire. Data collected was analyzed via Partial Least Squares Structural Equation Modeling (PLS-SEM
3.0) using the Statistical Package for Social Science (SPSS v22) and, findings suggest that MFIs were faced with
intense competition in the form of high cost and difficulty of entry, high operational cost and too many players in
the industry regardless of the type of product and services they offer or lending policies they embrace. The result
further reveal that the intensity of competition has significant negative influence on the amount of loans disbursed
and the amount disbursed to women. The study therefore recommends MFI managers to develop operational
mechanisms for cost and risk reduction to survive and excel.
MODULARISM: THE MODES OF THE PROVISIONING OF SPECIFICITY-SURVEYS IN A COMPAR...Terence Morris
MODULAR IDEOLOGY EVOLVES INTELLECTUALLY AS PUBLIC-POLICY PROCESSES BEGIN TO AFFECT STIMULATED ATTITUDINAL CHANGES UNILATERALLY WHILE EMERGING IN PRIVATE-SECTOR ECONOMIES, BECAUSE OF THE NEED TO COMPETE FOR CONTENT PURCHASERS ASSET ALLOCATION DECISIONS. ALONG WITH ASSET ALLOCATION DECISIONS, “SPECIFICITY-SURVEY” SYSTEMS THEORY RECOGNIZES BOTH EXTERNAL AND INTERNAL INFLUENCES ON ORGANIZATIONAL BEHAVIOR. EXTERNAL FACTORS THAT INFLUENCE THE ORGANIZATION INCLUDE WORLD FINANCIAL CONDITIONS, GLOBAL COMPETITION FOR PRODUCTS AND SERVICES, AND POLITICAL AND GOVERNMENTAL REGULATIONS (BURKE, 1994).
Page 1 of 187
Chapter 7 Creating and
Managing Organizational Culture
Page 2 of 187
Learning Objectives
In this chapter, the concept of organizational culture is examined. Culture is
discussed in terms of the values and norms that influence employees’ behavior and
bond them to the organization and determine how they perceive and interpret the
environment and act in ways to give an organization a competitive advantage. The
global dimension of culture is also examined, and the problems that organizations
experience when they expand globally and encounter different kinds of values and
norms is addressed.
After studying this chapter you should be able to:
1. Differentiate between values and norms, understand the way culture is
shared by an organization’s members, and why organizations have different
types of culture.
2. Describe how individuals learn culture both formally (that is, the way an
organization intends them to learn it) and informally (that is, by seeing what
goes on in the organization).
3. Identify the four building blocks or foundations of an organization’s culture
that account for cultural differences among organizations.
4. Understand how an organization’s culture, like its structure, can be designed
or managed.
5. Discuss an important outcome of an organization’s culture: its stance on
corporate social responsibility.
Page 3 of 187
What Is Organizational Culture?
Previous chapters have discussed how the most important function of
organizational structure is to control—that is, coordinate and motivate—people
within an organization. In Chapter 1 , we defined organizational culture as
the set of shared values and norms that control organizational members’
interactions with each other and with suppliers, customers, and other people
outside the organization. Just as an organization’s structure is designed to achieve
competitive advantage and promote stakeholder interests, an organization’s culture
can be used to increase organizational effectiveness.
1
This is because
organizational culture controls the way members make decisions, the way they
interpret and manage the organizational environment, what they do with
information, and how they behave.
2
Culture thus affects an organization’s
performance and competitive position.
What are organizational values, and how do they affect behavior? Values are
general criteria, standards, or guiding principles that people use to determine which
types of behaviors, events, situations, and outcomes are desirable or undesirable.
The two kinds of values are terminal and instrumental (see Figure 7.1 ).
3
A
terminal value is a desired end state or outcome that people seek to achieve.
Organizations might adopt any of the following as terminal values, that is, as
guiding principles: excellence, responsibility, reliability, profitability, innovativeness,
econom.
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Reading Assignment Chapter 3 The Institutional Context of Mul.docxsedgar5
Reading Assignment Chapter 3: The Institutional Context of Multinational Management, pp.
60–78 Chapter 4: Managing Ethical and Social Responsibility Challenges in Multinational
Companies, pp. 84–105
Unit Lesson Economic Systems An economic system can be defined as the method in which a
nation chooses to distribute resources to the community or specific area (Cullen & Parboteeah,
2017). The economic system of a country may be structured as socialism, capitalism, or a mixed
system. For example, the United States economic system is characterized as a mainly capitalist
economic system. Capitalist economics take place when companies are privately owned and
are able to carry out activities in a competitive market to make profits. In a socialist economy,
the state owns companies or makes decisions about production and pricing in pursuit of a
collective goal (Cullen & Parboteeah, 2017). The mixed economy is a combination of socialism
and capitalism. An example of a mixed economy is India. The businesses in India are
government and privately owned, producing a mixed economy. UNIT II STUDY GUIDE
Institutional Context of Multinational Management and Managing Ethical and Social
Responsibility MBA 6631, Intercultural Management 2 UNIT x STUDY GUIDE Title Social
Institutions Industrialization refers to a country’s industrial development. It “refers to the cultural
and economic changes that are brought about by fundamental changes in how production is
organized and distributed in society” (Cullen & Parboteeah, 2017, p. 67). The authors categorize
three specific industrializations—a preindustrial society, an industrial society, and a
postindustrial society—which affect both organizations and individuals. The preindustrial society
is dominated by agriculture. Whereas a preindustrial society can provide a company with cheap
labor, it can cost the company more in the long run due to the lack of infrastructure and support.
An industrial society is heavily focused on manufacturing and production. This type of society
requires a vast range of skill levels for workers to handle production and technology. Lastly, the
postindustrial society emphasizes services employing highly trained personnel that were trained
for their job positions through formal education. All three levels of industrialization play a vital
role in the success of strategic multinational management (Cullen & Parboteeah, 2017).
Multinational companies (MNCs) can use the levels as a gauge to determine where to do
business. How one chooses to worship and believe in a structure of faith is known as religion. In
most societies, religion can be characterized as a formal method of worship. Religion can be
reflected by dress, diet, behavior, and even holiday beliefs. Max Weber, a German sociologist,
is best known for his Protestant work ethic theory. The theory argues that Protestant ethics are
important as these result in hard work, success, and wealth (Cullen & Parboteea.
Replies-------------------------------------------------------------------------------------
1ST)
Organizations and their internal functions are incredibly dependent on the culture which they framed to align their business activities. Learning in organizations redefines the intentions and business processes of organizations. Therefore, religion is one of the strong determinants or evidence to estimate whether business activities are running on a safe platform or not. But culture will not be the same at all because culture will get influenced by the ideologies, values, beliefs, strategies, and other business aspects. In which leaders tend to run their organizations to reach markets effectively, improve their sales, and achieve core objectives. However, there are four kinds of organizational culture in which each has its significance.
Clan culture
Clan culture is a kind of nature in which organizations that have adopted that culture will tend to nourish and improve the abilities of employees and individuals. It strongly reflects that such organizations believe in the development of organizations through personal interests and efforts. The primary domain of this culture is "accomplishing things together and combined efforts".
Adhocracy culture
Organizations relied on such kinds of cultural values that are likely to take up risks and explore things to create innovations to reach markets with the first of its kind products. The main motive is to " design and implement things first".
Market culture
Most organizations have adopted a market-oriented culture in which organizations trade their outcomes to people who are in need. The ultimate motive of this culture is to get the assigned job done" (Burcu Guneri Cangarli, 2012).
Hierarchy culture
Companies which are having a hierarchical structure of culture are very likely to control business operations with contained and focused strategies. The more if such cultured organizations are to "do things rightfully".
The common assumptions regarding culture are to be right to their rules and the company's regulations, whereas more deep-seated cultural assumptions are associated with the core business objectives. It can be explained that achieving business objectives by attaining customer satisfaction is one of the exams to reflect that (Gabriel, 2015).
References
Burcu Guneri Cangarli. (2012). Multidimensionality of organizational culture and its relationship with bureaucratic, market, clan and output control in MNCS. African journal of business management, 6(6). https://doi.org/10.5897/ajbm11.615
Gabriel, K. (2015). Organizational Development, Organizational Culture and Organizational Change. SSRN Electronic Journal.https://doi.org/10.2139/ssrn.2686104
2nd one :
Organizational issues are the most common obstacles that often stifle organizations to perform their activities smoothly. Leaders are accountable to eradicate these problems and facilitate employees to continue their work and efforts. But a comm.
Week Four Learning Outcomes OMM618 Human Resources Management (MF.docxalanfhall8953
Week Four Learning Outcomes OMM618: Human Resources Management (MFG1322B)
This week students will:
1. Examine employee compensation factors, including direct financial payments and indirect payments.
2. Summarize the key attributes of a healthy ethical culture within an organization.
Readings
Read the following chapters in: A Framework for Human Resource Management:
1. Chapter 7: Compensating Employees
2. Chapter 8: Ethics and Fair Treatment in Human Resource Management
Discussions
To participate in the following Discussion Forums, go to this week's Discussion link in the left navigation:
1. Acme Manufacturing
Answer the questions to the case, "Salary Inequities at Acme Manufacturing," at the end of Chapter 7. Include at least one outside source supporting your answers. Explain your answers in 200 words. Respond to at least two of your fellow students' postings.
2. Ethics and Organizational Culture
Answer the questions to the case, "Enron, Ethics, and Organizational Culture," at the end of Chapter 8. Include at least one outside source supporting your answers. Explain your answers in 200 words. Respond to at least two of your fellow students' postings.
Assignments
To complete this assignment, go to this week's Assignment link in the left navigation:
Incentive Plans
Research and discuss at least two different types of incentive plans discussed in the text. Highlight the possible advantages and disadvantages of each. Find at least two articles through ProQuest that discusses incentive payment plans. Summarize your findings in a 3-5 page paper. Be sure to properly cite your resources using APA style.
Week 2 in Review
An examination of Trilogy provided insight into the complexities of various approaches to recruitment -- and the importance of incorporating recruitment into organizational strategies. From an HR perspective, the strategy involves many intra-related and inter-related aspects, such as job description, job analysis, recruitment methodologies, legal requirements, and a planned and cultivated organizational culture. It is all about Hiring Right! It is all about aligning organizational goals with individual goals to arrive at a place where work effort matches work productivity. Culture is the environment people work in, it’s the element that shapes your enjoyment, work relationship and work process. Culture is made up of values, beliefs, underlying assumptions, attitudes, and behaviors shared by a group of people (Heathfield, 2011). The employees at Trilogy all share similar interests and passions about their job, which means that working as a team would not be problematic. Trilogy has created an organizational culture that represents decision making, daily work practice, stories and legends.
Heathfield, S.M (2011) Culture: Your Environment for People at Work. Retrieved on June 29, 2011, from http://humanresources.about.com/od/organizationalculture/a/culture.htm
It is important to note that organizational culture should be devel.
443Chapter Fifteen Organizational ChangeFacebook has a distinc.docxgilbertkpeters11344
443
Chapter Fifteen Organizational Change
Facebook has a distinctive organizational culture and, in spite of its exponential growth, has discovered ways to maintain and perhaps even strengthen that culture throughout its global offices. Organizational culture consists of the values and assumptions shared within an organization.2 It defines what is important and unimportant in the company and consequently directs everyone in the organization toward the "right way" of doing things. You might think of organizational culture as the company's DNA; it's invisible to the naked eye, yet provides a powerful template that shapes what happens in the workplace.
This chapter begins by identifying the elements of organizational culture and then describing how culture is deciphered through artifacts. This is followed by a discussion of the relationship between organizational culture and performance, including the effects of cultural strength, fit, and adaptability. We then turn our attention to the challenges of and solutions to merging organizational cultures. The latter part of this chapter examines ways to change and strengthen organizational culture, including a closer look at the related topic of organizational socialization.
406
Part Four Organizational Processes
407
Chapter Fourteen Organizational Culture
Elements of Organizational Culture
As its definition states, organizational culture consists of shared values and assumptions. Exhibit 14.1 illustrates how these shared values and assumptions relate to one another and are associated with artifacts, discussed later in this chapter. Values are stable, evaluative beliefs that guide our preferences for outcomes or courses of action in a variety of situations (see Chapters 1 and 2).3 They are conscious perceptions about what is good or bad, right or wrong. In the context of organizational culture, values are discussed as shared values, which are values that people within the organization or work unit have in common and place near the top of their hierarchy of values.4 At Facebook, most employees embrace the shared values of making a difference (focus on impact), taking risks (be bold), and being entrepreneurial (moving fast).
Organizational culture also consists of shared assumptions—a deeper element that some experts believe is the essence of corporate culture. Shared assumptions are nonconscious, taken-for-granted perceptions or ideal prototypes of behavior that are considered the correct way to think and act toward problems and opportunities. Shared assumptions are so deeply ingrained that you probably wouldn't discover them by surveying employees. Only by observing employees, analyzing their decisions, and debriefing them on their actions would these assumptions rise to the surface.
It has become a popular practice for leaders to identify and publicly state their organization's shared values. Online retailer Zappos lists 10 core values, such as "Deliver WOW through Service," "Embrace and Dri.
Bruce M. TharpORGANIZATIONAL CULTURE WHITE PAPERFour O.docxhartrobert670
Bruce M. Tharp
ORGANIZATIONAL CULTURE WHITE PAPER
Four Organizational Culture Types
04.09
2
ORGANIZATIONAL CULTURE
Through decades of empirical research, scholars have
established abundant links between organizational
culture and organizational performance. While
previously businesses were either unaware of culture’s
importance or believed it too difficult to manage, today
they recognize that it can be used for competitive
advantage. This is something that Apple Computer
gets. By leveraging their culture of innovation toward
product as well as internal processes, they have been
able to survive — despite incredible competition —
as well as venture into new and profitable markets. But
in order to use culture strategically, a company first
needs to understand its culture. And there’s the rub.
Culture is a complex issue that essentially includes all
of a group’s shared values, attitudes, beliefs, assump-
tions, artifacts, and behaviors. Culture is broad —
encompassing all aspects of its internal and external
relationships—and culture is deep in that it guides
individual actions even to the extent that members
are not even aware they are influenced by it. Scholars
tend to agree that the root of any organization’s
culture is grounded in a rich set of assumptions about
the nature of the world and human relationships.
For example, the underlying belief that people are
selfish and only out for themselves might unwittingly
influence a company’s attitudes and behaviors toward
outside salespeople, vendors, and consultants. This
is profound stuff that is largely invisible, unspoken,
and unknown to an organization’s members. So
is it possible to really know a company’s culture?
While admittedly it would be a daunting (and some
might claim impossible) task to fully account for all
components of a company’s culture, the dominant
attributes can generally be identified. In focusing on
“effective organizations”, research has uncovered many
critical dimensions. John Campbell (1974) and his
fellow researchers identified thirty–nine impor-
tant indicators. While such a list is helpful, it is still
impractical for organizations to account for so many
dimensions. Realizing this, Robert Quinn and John
Rohrbaugh (1983) reviewed the results of many studies
on this topic and determined that two major dimensions
could account for such a broad range. Their Competing
Values Framework combines these two dimensions,
creating a 2x2 matrix with four clusters.
THE COMPETING VALUES FRAMEWORK
The first dimension places the values of flexibility,
discretion, and dynamism at one end of the scale with
stability, order, and control on the other. This means
that some organizations emphasize adaptation,
change, and organic processes (like most start-up
companies) while others are effective in emphasizing
stable, predictable, and mechanistic processes (like
NASA, Citigroup, and most universities).
Competing Values Framewor ...
Article on the changing compliance landscape and how the modern scientific approach to designing compliance and ethics program will yield better results.
The creation and maintenance of corporate culture is discussed with a strong emphasis on spiritual interdependency and how it affects the current workplace.
And while spiritualism is emphasized, values are clearly the building blocks of culture itself.
Similar to Characteristics of organizational behaviour (20)
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Characteristics of organizational behaviour
1. Organizational Behavior
TOPIC
Jl IKPN Bintaro No 1, Pesanggrahan,
Tanah Kusir, Jakarta, Special Capital
Region of Jakarta 12330, Indonesia
CHARACTERISTICS OF
ORGANIZATIONAL
BEHAVIOUR
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Cultures have 7 primary characteristics that define the organization. They are: innovation and risk taking,
attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, and stability.
Source: Adapted from information in O’Reilly, C. A., III, Chatman, J. A., & Caldwell, D. F. (1991). People and organizational culture: A profile
comparison approach to assessing person-organization fit. Academy of Management Journal, 34, 487–516.
Let’s learn the characteristics one by one.
1. Innovative Cultures
According to the OCP framework, companies that have innovative cultures are flexible and adaptable, and ex-
periment with new ideas. These companies are characterized by a flat hierarchy in which titles and other status
distinctions tend to be downplayed. For example, W. L. Gore & Associates Inc. is a company with innovative
products such as GORE-TEX® (the breathable fabric that is windproof and waterproof), Glide dental floss,
and Elixir guitar strings, earning the company the distinction of being elected as the most innovative company
in the United States by Fast Company magazine in 2004. W. L. Gore consistently manages to innovate and cap-
ture the majority of market share in a wide variety of industries, in large part due to its unique culture. In this
company, employees do not have bosses in the traditional sense, and risk taking is encouraged by celebrating
failures as well as successes. Companies such as W. L. Gore, Genentech Inc., and Google also encourage their
employees to take risks by allowing engineers to devote 20% of their time to projects of their own choosing.
2. Aggressive Cultures
Companies with aggressive cultures value competitiveness and outperforming competitors: By emphasizing
this, they may fall short in the area of corporate social responsibility. For example, Microsoft Corporation is
often identified as a company with an aggressive culture. The company has faced a number of antitrust lawsuits
3. ii
and disputes with competitors over the years. In aggressive companies, people may use language such as “We
will kill our competition.” In the past, Microsoft executives often made statements such as “We are going to cut
off Netscape’s air supply.…Everything they are selling, we are going to give away.” Its aggressive culture is cited
as a reason for getting into new legal troubles before old ones are resolved. Greene, J., Reinhardt, A., & Lowry,
T. (2004,May 31).
3. Outcome-Oriented Cultures
Outcome-oriented cultures is those that emphasize achievement, results, and action as important values. A
good example of an outcome-oriented culture may be Best Buy Co. Inc. Having a culture emphasizing sales
performance, Best Buy tallies revenues and other relevant figures daily by department. Employees are trained
and mentored to sell company products effectively, and they learn how much money their department made
every day. In 2005, the company implemented a results oriented work environment (ROWE) program that
allows employees to work anywhere and anytime; they are evaluated based on results and fulfillment of clear-
ly outlined objectives. Thompson, J. (2005, September). The time we waste. Management Today, pp. 44–47.
Outcome-oriented cultures hold employees as well as managers accountable for success and utilize systems
that reward employee and group output. In these companies, it is more common to see rewards tied to perfor-
mance indicators as opposed to seniority or loyalty. Research indicates that organizations that have a perfor-
mance-oriented culture tend to outperform companies that are lacking such a culture.
At the same time, some outcome-oriented companies may have such a high drive for outcomes and measur-
able performance objectives that they may suffer negative consequences. Companies over rewarding employee
performance such as Enron Corporation and WorldCom experienced well-publicized business and ethical
failures. When performance pressures lead to a culture where unethical behaviors become the norm, individ-
uals see their peers as rivals and short-term results are rewarded; the resulting unhealthy work environment
serves as a liability.
4. Stable Cultures
Stable cultures are predictable, rule-oriented, and bureaucratic. These organizations aim to coordinate and
align individual effort for greatest levels of efficiency. When the environment is stable and certain, these cul-
tures may help the organization be effective by providing stable and constant levels of output. These cultures
prevent quick action, and as a result may be a misfit to a changing and dynamic environment. Public sector
institutions may be viewed as stable cultures. In the private sector, Kraft Foods Inc. is an example of a compa-
ny with centralized decision making and rule orientation that suffered as a result of the culture- environment
mismatch. Its bureaucratic culture is blamed for killing good ideas in early stages and preventing the company
from innovating. When the company started a change program to increase the agility of its culture, one of their
first actions was to fight bureaucracy with more bureaucracy: They created the new position of VP of business
process simplification, which was later eliminated.
5. People-Oriented Cultures
People-oriented cultures value fairness, supportiveness, and respect for individual rights. These organizations
truly live the mantra that “people are their greatest asset.” In addition to having fair procedures and manage-
ment styles, these companies create an atmosphere where work is fun and employees do not feel required to
choose between work and other aspects of their lives. In these organizations, there is a greater emphasis on and
