This document discusses organizational culture and how cultures are created, maintained, and changed. It notes that cultures start with founders and are reinforced through socialization and hiring employees with similar views. Employees learn culture through stories, rituals, symbols, and language. Culture change requires creating urgency, changing leaders, role modeling new behaviors, training, altering rewards, and establishing new symbols and stories. Successful culture change takes a multi-pronged approach.
High performance and productivity seemed to be the buzzwords in the private sector till now. In the
backdrop of various government schemes and poorly performing public sector organizations, this article takes a
peek into the concept of motivation in public sector and the factors which generally affects motivation at
workplace.
High performance and productivity seemed to be the buzzwords in the private sector till now. In the
backdrop of various government schemes and poorly performing public sector organizations, this article takes a
peek into the concept of motivation in public sector and the factors which generally affects motivation at
workplace.
A STUDY ON DRIVING IN-ROLE PERFORMANCE THROUGH CITIZENSHIP BEHAVIOR, KNOWLEDG...IAEME Publication
In this competitive era organizations strive to enhance the performance of their firm to grow and attain sustainability. Human resources being the intangible valuable assets of a firm contribute a large share in deciding the fate of their employers. Considering significance of employee’s behavior in firm’s performance, the citizenship behaviors have been gaining considerable importance. This research aims at examining the relationship and citizenship behavior , Knowledge Sharing Behavior and Organizational Commitment on in-role performance among the employees of automotive electronics Company. One hundred and fifty employees have been chosen as respondents to conduct this survey from multilink company. Results of the study indicate significant relationship of extra-role behaviors and task performance .The study concludes by mentioning possible research implications. The findings of this paper demonstrate that there are various set of platforms to encourage people to share their insights, thoughts, which are valuable assets for companies. What draws people to share their knowledge in various organizations would be different, but ultimately matches the company’s core values as well as the look and feel of the other organizational processes.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Leadership and Organizational Culture: What’s the Connection?Denison Consulting
If “culture is everything,” then one of the primary responsibilities of leaders is to shape an organization’s culture. As Lou Gerstner demonstrated at IBM, the strengths and weaknesses of a leader soon become reflected in an organization’s values and beliefs.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
A STUDY ON DRIVING IN-ROLE PERFORMANCE THROUGH CITIZENSHIP BEHAVIOR, KNOWLEDG...IAEME Publication
In this competitive era organizations strive to enhance the performance of their firm to grow and attain sustainability. Human resources being the intangible valuable assets of a firm contribute a large share in deciding the fate of their employers. Considering significance of employee’s behavior in firm’s performance, the citizenship behaviors have been gaining considerable importance. This research aims at examining the relationship and citizenship behavior , Knowledge Sharing Behavior and Organizational Commitment on in-role performance among the employees of automotive electronics Company. One hundred and fifty employees have been chosen as respondents to conduct this survey from multilink company. Results of the study indicate significant relationship of extra-role behaviors and task performance .The study concludes by mentioning possible research implications. The findings of this paper demonstrate that there are various set of platforms to encourage people to share their insights, thoughts, which are valuable assets for companies. What draws people to share their knowledge in various organizations would be different, but ultimately matches the company’s core values as well as the look and feel of the other organizational processes.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Leadership and Organizational Culture: What’s the Connection?Denison Consulting
If “culture is everything,” then one of the primary responsibilities of leaders is to shape an organization’s culture. As Lou Gerstner demonstrated at IBM, the strengths and weaknesses of a leader soon become reflected in an organization’s values and beliefs.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
EACH OF US HAS A UNIOUE PERSONATIW thAt iNf IUCNCESact and i.docxsagarlesley
EACH OF US HAS A UNIOUE PERSONATIW thAt iNf IUCNCES
act and inieract. An oi'ganizatian has a personaiity too-we call
the way we
it CULTUBE
Iture !l"lcre 's what Y0U need'to know about organizational cu
E l-t Ortine what organizational culture
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is and explain why it's important.
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seen, but employees perceive it on the
basis of what they experience within the
organization.
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with how members perceive or describe
the culture, not with whether they like it
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viduals may have different backgrounds
or work at different organizational levels,
they tend to describe the organization's
culture in similar terms.
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in Cahfornia with an android
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Dimensions of Organizational Cu lture
Exhibit 2-4
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How Can Culture Be Described?
The seven dimensions (shown in Exhibit 2-41:33
. Bange from /ow(not typical of the culture) to high (especially typical of the culture).
o Provide a composite picture of the organization's culture.
An organization's culture may be shaped by one particular cultural dimension more than the others, thus influencing the
organization s personality and the way organizational members work. For example:
-Applebfocus
is product innovation (innovation and risktaking). The company "lives and breathes" new
product development and employees' work behaviors support that goal.
-Southwest
AL7lrnes has made its employees a central part of its culture (people orientation) and shows this
through the way it treats them.
; Usually reflects the vlsion or mission of founders. i gqlr-a]lnal,stories:
narrative tales of significant
I events or people.
Founders project an image of whatthe organization Gorporate rituals: repetitive sequences of activities
should be and what its values are. I that express and reinforce important organizational
I values and goals.
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because of new organization's small size.
f-
lrMaterial symbols or artifacts. layout of facilities,
i how employees dress, size of offices, materlal perks
i provided to executives, furnishings, and so forth.
: special urr*yn.rr, *iqr. termslo
Where Does Culture Come From? How Do Employees Leam the Culture?
How Does 0rganizational Culture Affect Managers?
Ambrosia Humphrey, vice preside ...
Running head: CSR BRIEF 1
2
CSR BRIEF
CSR BriefJared LinscombeMGT/426
December 6, 2017
Martin PayCSR Brief
Organizations can be responsible for the things that will affect the organization either internally or externally. Corporate Social Responsibility is a processed evaluation that initially aids the companies analyze and understand their responsibility to the society, customers, the surrounding as well as the staff of the organization. Walt Disney Company has grown to be the world largest entertainment and Information Company. In this “CSR Brief” summary, I will summarize Walt Disney Company culture. I will also display characteristics that have given Walt Disney Company the ability to be a learning organization as well as explain how Walt Disney Culture and learning organizational abilities support from a change initiative.
Review & Research
Culture is defined as the way people do things around here. It provides direction, whether intentional or in reality, on the things that should be done, how we should do them and as to why they are done that way. Culture pervades every firm, and it has the power to either sustain or wipe out even the most vital change strategies.
In the aftermath of the latest encounter regarding our organizational process, it was discovered that our organization was in fact utilizing the “Process” change model was it successful? In some ways I can say yes, and in others it was a communicational disaster. I can also truthfully state that having our delegation removed proved to be a lesson in not only humility but in Strategic Change, and once the decision was made the effects were swiftly and without recourse (Serrat, 2017).
Now that there are three other selected delegating agencies that will thoroughly review our departments’ decisions in the above three areas (personnel, contracting, technology). I then realized in that moment, our culture had changed.
My Company’s Ability as a Learning Organization
One may ask how you deal with such a drastic change. Was there a design model during this shift? And because we are all aware that creating a culture consist of various mindsets and attitude and behaviors (Serrat, 2017).
This change became not only a Power Culture but a Role Culture as well. Power cultures are known to be demanding of its leaders and its people within the organization. And the implementation of the Role Culture forced a non-existent collaboration among upper management and its leaders. And by doing so it did not allow a “processing time for staff and employees to process.
Did this Decision Support or Detract from a Change Initiative?
According to O’Connor (2017), “Firms need to change their structure in order for them to be able to accommodate internal expansions as well as have a chance to adjust and adapt to external factors,” I feel that this decision did indeed detract, meanin ...
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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.
#Diversity and #Inclusion - How can companies move from talking the talk to walking the walk?
In recent days Diversity and Inclusion have come to the forefront of what companies are paying attention to even in the midst of a pandemic.
Starting from hiring and promotion practices to processes to the branding offering and more companies are looking at ways to make D&I more real for their employees.
How can we take it from a vaguely abstract concept (to most people) to very concrete steps?
Companies can tap their natural advantage when they
focus on changing a few important behaviors, enlist
informal leaders, and harness the power of employees’ emotions.
“I think she’ll fit well into our company.”
“His experience was stellar, but he just wouldn’t be a good fit.”
These phrases are frequently used to describe candidates and whether they will – or won’t – “fit” into an organization’s culture. But what does culture fit really mean? Is there a better way to determine how well a candidate will fit than simply having a good feeling about whether they’ll mesh well? And, how do goals of hiring for culture fit complement—or conflict— with other goals such as diversity or hiring for skills?
This article will explore these questions and provide qbest practices.
The competitive Advantage of corporate cultures Daniel Denison, .docxmehek4
The competitive Advantage of corporate cultures
Daniel Denison, IMD Business School
Levi Nieminen, Denison Consulting
Lindsey Kotrba, Denison Consulting
What is Corporate Culture? At the climax of the annual holiday party in one rapidly growing American company, hundreds of balloons are released from the ceiling. Inside each balloon is a crisp new $100 bill and whoever scrambles the hardest, gets the most money! The lesson is simple, fun, and more powerful than all the personnel policy handbooks in the world. It helps capture the essence of some of the key definitions of corporate culture: Culture is “the way we do things around here,” and “what we do when we think no one is looking.”1 Most scholars further describe culture in terms of two important definitional fea tures, 1) culture has multiple layers or levels, and 2) culture is learned. Schein’s classic approach divides culture into three levels.2 He argues that basic, underlying assumptions lie at the root of culture and are “uncon scious, taken-for-granted beliefs, perceptions, thoughts, and feelings.” Espoused values are Artifacts, behaviors, and derived from basic underlying assumptions and are the “espoused justifications of strate gies, goals and philosophies.” Finally, at the top level are “artifacts,” that are defined as “visible, yet hard to decipher organizational structures and processes.” Like the iceberg norms are visible and tangible. Personal values and attitudes are presented in Figure 1, only about 10 percent of an organization’s culture is visible, whereas 90 percent is below the surface. However, it is the part of the culture that we can’t see—the less visible, but can be talked about. Underlying fundamental beliefs and assumptions—that often sinks the ship. beliefs and assumptions are Figure 2 reminds us that culture is learned—it includes “the lessons that we have learned that are important enough to pass on to the next generation.”3 The lessons from subconscious,invisible, and rarely questioned. Figure 1 Schein’s Three Layers of Organizational Culture the Visible Symbols cultural values that are important are reflected in the visible symbols that surround us, which further reinforce and shape our culture into the future, and so on. Winston Churchill made a similar point about architecture, stating that, “We shape our buildings; thereafter they shape us.”4 Returning to our discussion from above, it is almost always easier to change the buildings than it is to modify the cultural values that guided their construction. In other words, the stuff that resides below the surface of an organization’s culture—the fun damental beliefs and assumptions—is the core of what is learned over time and what comes to guide behaviors and visible structures and processes. Survival Figure 2 Diagram of Culture as Learned Why is Corporate Culture Important? Many top executives attest that shaping and managing their organization’s culture is one of their most important challenges. As ...
READING 1When attempting to reinforce a new culture of collabora.docxcatheryncouper
READING 1
When attempting to reinforce a new culture of collaboration it is important to consider that there will always be individuals who are reluctant. This reluctance often stems from those employees that feel the need to be recognized and standout from their peers. These employees often discourage collaboration because they are unwilling to share their knowledge and often put their own needs before the company’s. As was discussed in earlier weeks these employees lack congruence and do not allow the organization to take full advantage of it’s intellectual capital.
To counter such a problem it may be beneficial for management to form teams. By establishing teams and assigning team-based tasks individuals who refrain from collaboration would be put in a setting in which they would be required to share their knowledge and experience. It would seem as though these individuals would be unlikely to withhold their knowledge and experience while participating in team tasks because their nature is still one of competiveness and they would likely still strive to be successful.
According to Katzenbach (2008) establishing a culture of teamwork and collaboration should begin before new recruits are hired. Human resource personnel should not only go through the standard matching process of seeking out recruits based on competency and experience but should pay special attention to examples of how the recruit performed in team settings or how they have demonstrated an ability to share knowledge and assist others. Katzenbach (2008) also states that it is important for organizations to have recruiters who value collaborative individuals and are collaborative people themselves.
Establishing a culture of teamwork and collaboration also requires a strong mentoring process (DuFour, 2004). A junior employee who is mentored learns early the importance of teamwork and collaboration as their success early on is often determined by the guidance they receive by their mentors. Increasing the number of mentors reinforces the idea of the importance of sharing knowledge through collaboration. Just as in the previous examples organizations should seek to recruit and retain experienced managers that recognize the importance of mentorship and collaboration. Establishing a mentor program with a senior member of the organization who does not fully accept the role will likely have the opposite affect and may demonstrate a culture of individualism rather than collaboration. For this reason DuFour (2004) suggests mentors should be accepted only on a volunteer basis.
Structuring the organizations reward system to benefit members of teams rather than individuals can also help to establish a collaborative culture. Many believe that individuals should not be rewarded in team-based settings because it decreases the collaborative effort and puts the emphasis back on the individual. By rewarding the team the employees receive reinforcement that ...
The purpose of this research paper is to identify why Human Resources (HR) is a change agent in any organization to drive organizational excellence. HR practitioners, as change agents, are responsible for easing the impact of changes in their organization and to empower employees against the consequences of these inevitable changes. Sometimes, the change helps to produce a significant increase in performance excellence and the company can boost sales and production without major additional cost.
Several vital competencies that are reviewed in this paper include how HR practitioners are path creators amongst the path breakers of organizational culture, by being change drivers and business focused. HR practitioners who are unable to function as change agents will inevitably create a barrier against their becoming a well-integrated strategic partner. Therefore, the role of change agent also mediates the relationship between certain HR competencies and organizational performance. This involves monitoring employee engagement and keeping levels high, developing strategies to retain top performers, and continuing to provide value-added services to employees.
Companies can transform the attitudes and behavior of their
employees by applying psychological breakthroughs that explain why people think and act as they do.
By Judith H. Katz and Frederick A. MillerFar from incr.docxRAHUL126667
By Judith H. Katz and
Frederick A. Miller
“Far from incremental change in leadership approaches, the new marketplace requires an entirely new
paradigm: nothing less than admitting that the concept of the all-knowing, all- powerful leader is obsolete
and that our entire image of leadership itself must change. While some teams and organizations have
made this shift, many have not—at a great cost to both the organizations and their people.”
Leaders Getting Different
Collaboration, the New Inclusive Workplace, and OD’s Role
There is a leadership change in the air;
an urgency, not only for organizations to
be different, but for “titled” leaders to be
different: to join people, to connect work
to the organization’s purpose, to inspire, to
move away from silos and toward a flow of
ideas and information across the work-
place, to create a sense of safety so that peo-
ple can bring their best selves to work—all
to foster an inclusive workplace in which
collaboration can flourish. This urgency
stems from a variety of trends. Consumers
are demanding more. Markets are moving
faster and growing more complex. Millen-
nials are demanding a new workplace.
This means that the “adapt or fail”
tipping point for organizations, long
rumored, is here with a vengeance
(Devereaux, 2004; Laloux, 2014; Stack,
2014). Far from incremental change in
leadership approaches, the new market-
place requires an entirely new paradigm:
nothing less than admitting that the
concept of the all-knowing, all- powerful
leader is obsolete and that our entire image
of leadership itself must change. While
some teams and organizations have made
this shift, many have not—at a great cost
to both the organizations and their people.
This article examines the convergence of
trends, describes several keys to the new
leadership paradigm, and explores the
role that OD practitioners need to play in
supporting leadership for a collaborative,
inclusive workplace.
A Convergence of Trends
Many elements of the traditional organi-
zation and leadership model have come
under scrutiny in recent years:
» Leaders know best (or leaders as
all-knowing).
» Leaders as “super doers” who were
promoted from individual contributor
roles to managerial ranks, not because
of their skill with people but because of
their technical ability.
» Leaders as “fixers” who provide answers
and solutions to every problem under
their purview.
» Leaders seeing it as their role to accept
the status quo and not challenge the
opinions or ideas of their leaders.
» People of the organization seen as
hands and feet: filling specific roles in
the organization, required to “just do
their job” and “do as they are told.”
This model has been giving way to a
greater emphasis on collaboration—and
an inclusive workplace as the ideal envi-
ronment for fostering that collaboration
(Baker, 2014). We have now reached
the point where the inclusive workplace
is a must for organ ...
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
1. Organizational Behavior
TOPIC
Jl IKPN Bintaro No 1, Pesanggrahan,
Tanah Kusir, Jakarta, Special Capital
Region of Jakarta 12330, Indonesia
Organizational
Behavior
2. i
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Cultures take on distinct functions. Some of the things that cultures do are defining the boundary be-
tween one organization and others. They also convey a sense of identity for the members of the orga-
nization. If the cultures are strong, they can facilitate a continuous commitment to something larg-
er than self-interest over an extended period of time. Cultures also help people know what to expect
in the organization and can thereby enhance the stability of the social system. Through doing this, it
can also serve as a sense-making and control mechanism for fitting employees into the organization.
Culture can also be a hindrance to an organization. A company can become institutionalized when people
value the organization more than what they provide. When cultures are strong, they can become a barrier to
change as their values may not align with the values needed to embrace or facilitate the change. Cultures that
may pressure employees to conform can be a barrier to hiring, developing, and promoting a diverse workforce.
Finally, if a merger or acquisition occurs, one of the most difficult things to do is to merge the two cultures,
causing many mergers to fail.
3. ii
C. HOW ARE CULTURES CREATED AND MAINTAINED?
Cultures start from the very beginning of the organization with the founders. Founders will tend to hire and
keep employees who view things in a similar fashion. They will also try to get employees to think about things
the way they do and socialize them to their point of view and ways of doing things. This is done so that the
founders’ behavior will become
4. i
The socialization process involves a few steps. The employee will learn about the organization through liter-
ature, interviews, and other people in the prearrival stage. Once the employee starts interacting with other
employees, they enter the encounter stage where they see what the organization is really like. In this stage often
their expectations are measured against the reality and sometimes they do not align. The third stage is called
metamorphosis, when the new employee adjusts to the organization and their work.
There are a number of possible socialization programs. Each organization needs to select one that best fits
their culture. When the socialization process matches an organization’s culture, they have positive outcomes
including higher productivity, greater commitment, and lower turnover.
In short, organizational cultures begin with the founder of the organization, continue through the hiring of
people who see things similarly, and are enforced through top management and socialization.
D. HOW EMPLOYEES LEARN CULTURE
Employees learn the organizational culture through a number of ways. Study the slides
5. ii
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
As you can learn from the slides, employees can gain an understanding of culture by hearing stories that present
thepastandprovideexplanationsforcurrentpractices. Rituals,orrepetitivesequencesofactivities,canreinforce
the key values of the organization and provide insight into the culture. Material symbols such as dress codes, for-
mal or informal, office size or style, and perks for key employees can denote who is important in an organization.
Language is another way to learn about organizational culture as employ-
ees will express themselves in certain ways to indicate membership in the organization.
E. HOW DO CULTURES CHANGE?
Culture is part of a company’s DNA and is resistant to change efforts. Unfortunately, many organi-
zations may not even realize that their current culture constitutes a barrier against organization-
al productivity and performance. Changing company culture may be the key to the company turn-
around when there is a mismatch between an organization’s values and the demands of its environment.
Creating a Sense of Urgency
In order for the change effort to be successful, it is important to communicate the need for change to employ-
ees. One way of doing this is to create a sense of urgency on the part of employees and explain to them why
changing the fundamental way in which business is done is so important. In successful culture change efforts,
leaders communicate with employees and present a case for culture change as the essential element that will
lead the company to eventual success. As an example, consider the situation at IBM Corporation in 1993 when
Lou Gerstner was brought in as CEO and chairman. After decades of dominating the market for mainframe
computers, IBM was rapidly losing market share to competitors, and its efforts to sell personal computers—the
original “PC”—were seriously undercut by cheaper “clones.” In the public’s estimation, the name IBM had be-
come associated with obsolescence. Gerstner recalls that the crisis IBM was facing became his ally in changing
the organization’s culture. Instead of spreading optimism about the company’s future, he used the crisis at every
opportunity to get buy-in from employees.
Changing Leaders and Other Key Players
A leader’s vision is an important factor that influences how things are done in an organization. Thus, culture
change often follows changes at the highest levels of the organization. Moreover, in order to implement the
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change effort quickly and efficiently, a company may find it helpful to remove managers and other powerful
employees who are acting as a barrier to change. Because of political reasons, self interest, or habits, managers
may create powerful resistance to change efforts. In such cases, replacing these positions with employees and
managers giving visible support to the change effort may increase the likelihood that the change effort suc-
ceeds. For example, when Robert Iger replaced Michael Eisner as CEO of the Walt Disney Company, one of the
first things he did was to abolish the central planning unit, which was staffed by people close to ex-CEO Eisner.
This department was viewed as a barrier to creativity at Disney, and its removal from the company was helpful
in ensuring the innovativeness of the company culture.
Role Modeling
Role modeling is the process by which employees modify their own beliefs and behaviors to reflect those of the
leader. Motivation to lead, motivation to follow: The role of the self-regulatory focus in leadership processes.
CEOs can model the behaviors that are expected of employees to change the culture. The ultimate goal is that
these behaviors will trickle down to lower level employees. For example, when Robert Iger took over Disney, in
order to show his commitment to innovation, he personally became involved in the process of game creation,
attended summits of developers, and gave feedback to programmers about the games. Thus, he modeled his en-
gagement in the idea creation process. In contrast, modeling of inappropriate behavior from the top will lead to
the same behavior trickling down to lower levels. A recent example of this type of role modeling is the scandal
involving Hewlett- Packard Development Company LP board members. In 2006, when board members were
suspected of leaking confidential company information to the press, the company’s top-level executives hired
a team of security experts to find the source of the leak. The investigators sought the phone records of board
members, linking them to journalists. For this purpose, they posed as board members and called phone com-
panies to obtain the itemized home phone records of board members and journalists. When the investigators’
methods came to light, HP’s chairman and four other top executives faced criminal and civil charges. When
such behavior is modeled at top levels, it is likely to have an adverse impact on the company culture.
Training
Well-crafted training programs may be instrumental in bringing about culture change by teaching employees
the new norms and behavioral styles. For example, after the space shuttle Columbia disintegrated upon reentry
from a February 2003 mission, NASA decided to change its culture to become more safety sensitive and min-
imize decision-making errors leading to unsafe behaviors. The change effort included training programs in
team processes and cognitive bias awareness. Similarly, when auto repairer Midas International Corporation
felt the need to change its culture to be more committed to customers, they developed a training program
making employees familiar with customer emotions and helping form better connections with them. Cus-
tomer reports have been overwhelmingly positive in stores that underwent this training.BST to guide culture
change effort at NASA. (June, 2004). Professional Safety, 49, 16; J. B. (June, 2001). The Midas touch. Training,
38, 26.
Changing the Reward System
The criteria with which employees are rewarded and punished have a powerful role in determining the cultural
values in existence. Switching from a commission-based incentive structure to a straight salary system may be
instrumental in bringing about customer focus among sales employees. Moreover, by rewarding employees
who embrace the company’s new values and even promoting these employees, organizations can make sure
that changes in culture have a lasting impact. If a company wants to develop a team-oriented culture where em-
ployees collaborate with each other, methods such as using individual-based incentives may backfire. Instead,
distributing bonuses to intact teams might be more successful in bringing about culture change.
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Creating New Symbols and Stories
Finally, the success of the culture change effort may be increased by developing new rituals, symbols, and sto-
ries. Continental Airlines Inc. is a company that successfully changed its culture to be less bureaucratic and
more team oriented in the 1990s. One of the first things management did to show employees that they really
meant to abolish many of the detailed procedures the company had and create a culture of empowerment was
to burn the heavy 800-page company policy manual in their parking lot. The new manual was only 80 pages.
This action symbolized the upcoming changes in the culture and served as a powerful story that circulated
among employees. Another early action was the redecorating of waiting areas and repainting of all their planes,
again symbolizing the new order of things. Higgins, J., & McAllester, C. (2004). If you want strategic change,
don’t forget to change your cultural artifacts. Journal of Change Management, 4, 63–73. By replacing the old
symbols and stories, the new symbols and stories will help enable the culture change and ensure that the new
values are communicated.
Organizations need to change their culture to respond to changing conditions in the environment, to remain
competitive, and to avoid complacency or stagnation. Culture change often begins by the creation of a sense of
urgency. Next, a change of leaders and other key players may enact change and serve as effective role models of
new behavior. Training can also be targeted toward fostering these new behaviors. Reward systems are changed
within the organization. Finally, the organization creates new stories and symbols.