Final creating and maintaining organization culture

1. Course NURS 564
Unit Four : Organizational System
> Creating and Maintaining
Organizational Culture
Prepared by:
Ahmad O. Al-Shardi

2. OBJECTIVES:
 Describe the common characteristics of organizational culture.
 Compare the functional and dysfunctional effect of
organizational culture on people and the organization
 Identify the factors that create and sustain an organizations
culture
 Show how culture is transmitted to employees
 Describe the similarities and differences in creating an ethical
culture ,a positive culture, and a spiritual culture
 Show how national culture can affect the organizational
culture

3. WHATS THE ORGANIZATIONAL CULTURE ?

4. WHATS THE ORGANIZATIONAL CULTURE ?
 ORGANIZATIONAL CULTURE:
 Refers to a system of shared meaning held by
members that distinguishes the organization from
other organization .
 The set of shared values and norms that controls
organizational members’ interactions with each
other and with people outside the organization .

5. WHATS THE ORGANIZATIONAL CULTURE ?
 Values: General criteria, standards, or guiding
principles that people use to determine which
types of behaviors, events, situations, and
outcomes are desirable or undesirable .
 Core Values: The primary or dominant values
that are accepted throughout the organization .
 Norms: Standards or styles of behavior that are
considered acceptable or typical for a group of
people

6. Organization’s Culture Comes From

7. CHARACTERISTICS OF ORGANIZATION
CULTURE :
 Innovation and risk taking: the degree to which
employees are encouraged to be innovation and risk
taking.
 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 outcome rather
than the processes.
 People orientation: the degree to which management
decisions take into consideration the effect of
outcomes on people within the organization.

8. CHARACTERISTICS OF ORGANIZATION
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 growth.

9. CHARACTERISTICS OF ORGANIZATION
CULTURE : :
 Each of these characteristics provides a basis
for the shared understanding members have
about the organization , how things are done in it
, and the way they supposed to behave .
 Organization Culture shows how employees
perceive the characteristics of an organization ,
not whether they like them .

10. Do Organizations Have Uniform Cultures?

11. Do Organizations Have Uniform Cultures?
 Organizational culture represents a perception
the organization's members hold in common.
 Statements about organizational culture are valid
only if individuals with different backgrounds or at
different levels in the organization describe the
culture in similar terms .
 Within the organization, the dominant culture
expresses the core values a majority of
members share and that give the organization its
distinct personality.

12. SOME TYPE OF CULTURES?
 Dominant culture : A culture that expresses the
core values that are shared by a majority of the
organization’s member .
 Subcultures : Miniculture within an organization
,typically defined by department designations
and geographical separation .
 Strong culture: A culture in which the core
values are Intensely held and widely shared .

13. Do Organizations Have Strong Cultures?

14. CULTURE & ORG. EFFECTVENESS
 Strong Cultures
Organization’s core values intensely held,
clearly ordered, widely shared .
 Weak Cultures
Organization’s which are young or have
constant turnover

15. STRONG VERSUS WEAK CULTURES :-
Strong Culture Weak culture
Values are widely spread Values limited to few
peoples-usually top management
Culture conveys message about
what’s Important
 Employees did not treat there work as a Employees
treat there
 work as a burden burden
 Employees are strongly identify with Employees
have little
 identification with

16. STRONG VERSUS WEAK CULTURES :-
Weak CultureStrong Cultures
Values limited to few
…top management
Values are widely spread
Culture conveys message
about what’s Important
Employees treat there
burden
Employees did not treat there
work as a work as a burden
Employees have little
culture
Employees are strongly
identify with
identification with
There culture
Weak connection between
Values and behavior
Strong connection Between
shared Values and behavior

17. THE FUNCTION OF CULTURE
 First, it has a boundary-defining role: It creates
distinctions between organizations.
 Second, it conveys a sense of identity for organiza-
tion members.
 Third, culture facilitates commitment to something
larger than individual self-interest.
 Fourth, it enhances the stability of the social
system.
 Finally, it is a sense-making and control
mechanism that guides and shapes employees
attitudes and behavior.

18. CULTURE CREATES CLIMATE :
 If you have worked With someone whose
positive attitude inspired you to do your best or
with a lackluster team that drained your
motivation, you've experienced the
organizational climate .
 Organizational climate: refers to the shared
perceptions organization members have about
their organization and work environment.
 This aspect of culture is like team spirit at the
organizational level

19. EXAMPLE
 For example, someone who encounters a
diversity climate will feel more comfortable
collaborating with coworkers regardless of
their demographic backgrounds.
 Climates can interact with one another to
produce behavior.
 For example, a climate of worker
empowerment can lead to higher levels of
performance in organizations that also have
a climate of personal accountability.

20. The Ethical Dimension of Culture
 Ethical Work Climate (EWC), which is the
shared concept of right and wrong behavior,
develops as part of the organizational climate.
 EWC reflects the true values of the organization
and shapes the ethical decision making of its
members.
 Researchers have developed ethical climate
theory (ECT) and the ethical climate index (ECI)
to categorize and measure the ethical
dimensions of organizational cultures.

21. The Ethical Dimension of Culture
 Of the nine identified ECT climate categories,
five are most prevalent in organizations :
instrumental, caring, independence, law and
code, and rules.
 Each explains the general mind set, expectations,
and values of managers and employees in
relationship to their Organizations.

22. The Ethical Dimension of Culture
 Instrumental ethical climate, managers may
frame their decision making around the
assumption that employees (and companies) are
motivated by self-interest (egoistic).
 Caring climate, conversely, managers may
operate under expectation that their decisions will
positively affect the greatest number of
stakeholders employees, customers, suppliers)
possible.

23. The Ethical Dimension of Culture
 Independence ethical climates, rely on each
individual's personal moral ideas to dictate his or
her workplace behavior.
 Law and code climates, require managers and
employees to use an external standardized moral
compass such as a professional code of conduct
for norms,
 Rules climates, tend to operate by internal
standardized stai expectations from, perhaps, an
organizational policy manual .

24. The Ethical Dimension of Culture
 For example, instrumental climate are
negatively associated with employee job
satisfaction and Organizational commitment ,
even though those climates appeal to self-
interest (of the employee and Company). They
are positively associated with turnover
intentions, work place bullying, and deviant
behavior .

25. Factors Influencing the Development
of Organizational Ethics

26. CAN ORGANIZATIONAL CULTURE BE
MANAGED?
 Some ways culture can be changed:
 Redesign structure
 Revise property rights used to motivate
people
 Change the people – especially top
management

27.  CULTURE CREATION OCCURS IN THREE WAYS:
 First, founders hire and keep only employees
who think and feel the same way they do .
 Second, they indoctrinate and socialize
employees to their way of thinking and feeling .
 Finally, the behavior of the founders
encourages employees to identify with them and
internalize their beliefs , values , and
assumotions .

28. When the organization succeeds, the personality
of the founders becomes embedded in the culture
 For example ,the fierce, competitive style and
disciplined, authoritarian nature of Hyundai, the
giant Korean conglomerate, exhibits the same
characteristics often used to describe founder
Chung Ju-Yung.
 Other founders with sustaining impact on their
organization's culture include Bill Gates at
Microsoft, Ingvar Kamprad at IKEA, Herb
Kelleher at Southwest Airlines, Fred Smith at
FedEx, and Richard Bransonat the Virgin Group.

29. Creating a Culture :
 Once a culture is in place, practices within the
organization maintain it by giving employee a set
of similar experiences.
 Three forces play a particularly important part in
sustaining a culture: selection practices, actions
of top management, and socialization methods.
 The selection process. performance evaluation
criteria, training and development activities, and
promotion procedures ensure those hired fit in
with the culture, reward those employees who
support it, and penalize (or even expel) those
who challenge it .

30. CULTURE CREATION OCCURS IN THREE WAYS:
 SELECTION: The explicit goal of the selection
process is to identify and hire individuals with the
knowledge, skills, and abilities to perform
successfully.
 TOP MANAGEMENT: The actions of top
management have a major impact on the
organization's culture.
 SOCIALIZATION No matter how good a job the
organization does in recruiting and selection, new
employees need help adapting to the prevailing
culture. That help is socialization."

32. SOCIALIZATION PROCESS :
 We can think of socialization as a process with
three stages:
 This process, has an impact on the new
employee's work productivity, commitment to the
organization's objectives, and decision to stay
with the organization.

33. HOW ORGANIZATION CULTURE FORM
 The original culture derives from the founders'
philosophy and strongly influences hiring criteria
as the firm grows.
 The success of socialization depends on the
deliberateness of matching new employees values
to those of the organization in the selection
process and on top management’s commitment to
socialization programs.
 Top managers' actions set the general climate,
including what is acceptable behavior and what is
not, and employees sustain and perpetuate the
culture.

34. HOW EMPLOYEES LEARN CULTURE
 Culture is transmitted to employees in a number
of forms, the most potent being is :
 Stories
 Rituals,
 Material
 Symbols
 Language.

35. EXAMPLE
 When Henry Ford II was chairman of Ford Motor
Company, you would have been hard pressed to
find a manager who hadn't heard how he
reminded his executives when they got too
arrogant, "Its my name that's on the building“.
 The message was clear. Henry Ford II ran the
company.

36. AN ETHICAL CULTURE
 Managers can create a more ethical culture by
adhering to the following principles:
 Be a visible role model
 Communicate ethical expectations
 Provide ethical training.
 Visibly reward ethical acts and punish unethical
ones.
 Provide protective mechanisms.

37. A POSITIVE CULTURE
 A positive organizational culture emphasizes
 building on employee strengths
 rewards more than it punishes
 encourages individual vitality and growth.
 Recognizing outside context

38. A SPIRITUAL CULTURE
 WHAT IS SPIRITUALITY?
 Workplace spirituality is not about organized
religious practices. It's not about God or
theology.
 Workplace spirituality recognizes that people
have an inner life that nourishes and is
nourished by meaningful work in the context of
community.

39. CHARACTERISTICS OF A SPIRITUAL
ORGANIZATION
 Benevolence
 Strong sense of purpose.
 Trust and respect.
 Open-mindedness.

40. THE GLOBAL CONTEXT
 A global cultural values and country’s culture
can affect the values and norms of a company or
a company’s culture .
 Organizational culture is so powerful that it often
transcends national boundaries. But that doesn't
mean organizations should, or could, ignore
national and local culture.

41. Recognizing Differences in Organizational
Cultures
 Differences in communication styles, attitude
toward competing tasks, and different
approaches to decision making can impact a
company’s culture
 Executives working need to be sensitive to both
the country’s culture and the company’s culture

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