The document discusses organizational culture and provides information on:
1) It defines organizational culture as the shared values, principles, traditions, and ways of doing things that influence employee behavior.
2) It identifies important dimensions of organizational culture including communication routines, norms, dominant values, and management philosophy.
3) It describes how culture is perpetuated through socialization of new employees, storytelling, and by rewarding behaviors that demonstrate cultural norms.
I delivered this presentation when I was studying Software Engineering at UTS(Autumn 2010). I was the Project Manager of a team of 20 Software Engineering students and we were developing a Robotic Waste Treament System.
I delivered this presentation when I was studying Software Engineering at UTS(Autumn 2010). I was the Project Manager of a team of 20 Software Engineering students and we were developing a Robotic Waste Treament System.
Organizational Culture
A common perception held by the organization’s members; a system of shared meaning.
Characteristics:
Innovation and risk taking
Attention to detail
Outcome orientation
People orientation
Team orientation
Aggressiveness
Stability
Do Organizations Have Uniform Cultures?
What Is Organizational Culture? (cont’d)
What Do Cultures Do?
How Culture Begins?
Keeping Culture Alive
Stages in the Socialization Process
How Employees Learn Culture
Creating An Ethical Organizational Culture
Creating a Customer-Responsive Culture..
when working in any organization, working in teams becomes inevitable. More often than not it is complex and difficult, however, with the right approach the problems can be resolved and team efforts towards a common goal can be achieved
In today’s world, almost everything is accomplished by
teams. Large companies often use project teams that
span the globe. Small companies use teams to ensure
that their products and services reach their customers.
Non‐profit organizations put teams together to accomplish
goals. Instructors teach and develop curriculum
in teams, and work in teams with counselors, administrators,
and other academic employees. Government
workers from local to national levels work in teams.
Aware of the importance of working with others, academic
institutions have increased the teamwork component
of many courses, and students work together
both in person and online to create documents, put
together presentations, and complete projects.
The prime advantage to working in teams is the
ability to combine skills and talents. An academic or
work team benefits from a wide array of skills that no
single student or employee could possess alone, from
analytical skills to marketing skills to technical skills
and everything in between. Complex projects at school
or in the workplace demand all of these skills, especially when things need to get done in
a specific time frame.
Organizational Culture
A common perception held by the organization’s members; a system of shared meaning.
Characteristics:
Innovation and risk taking
Attention to detail
Outcome orientation
People orientation
Team orientation
Aggressiveness
Stability
Do Organizations Have Uniform Cultures?
What Is Organizational Culture? (cont’d)
What Do Cultures Do?
How Culture Begins?
Keeping Culture Alive
Stages in the Socialization Process
How Employees Learn Culture
Creating An Ethical Organizational Culture
Creating a Customer-Responsive Culture..
when working in any organization, working in teams becomes inevitable. More often than not it is complex and difficult, however, with the right approach the problems can be resolved and team efforts towards a common goal can be achieved
In today’s world, almost everything is accomplished by
teams. Large companies often use project teams that
span the globe. Small companies use teams to ensure
that their products and services reach their customers.
Non‐profit organizations put teams together to accomplish
goals. Instructors teach and develop curriculum
in teams, and work in teams with counselors, administrators,
and other academic employees. Government
workers from local to national levels work in teams.
Aware of the importance of working with others, academic
institutions have increased the teamwork component
of many courses, and students work together
both in person and online to create documents, put
together presentations, and complete projects.
The prime advantage to working in teams is the
ability to combine skills and talents. An academic or
work team benefits from a wide array of skills that no
single student or employee could possess alone, from
analytical skills to marketing skills to technical skills
and everything in between. Complex projects at school
or in the workplace demand all of these skills, especially when things need to get done in
a specific time frame.
Table for Multiple PerspectivesModernismCritical TheorySymbolic In.docxmattinsonjanel
Table for Multiple PerspectivesModernismCritical TheorySymbolic InterpretivismPostmodernismOntologyObjectivism - Reality is out there whether we know it or not.Objectivism - Reality is out there whether we know it or not.Subjectivism - We construct reality and agree upon it.Reality is an illusion created by discourses.EpistemologyPositivism - Knowledge is discovered through scientific measurements and tests.Subjectivist - Knowledge is tainted by dominant ideology (dominant ideology refers mostly to modernist theories)Interpretivism - Knowledge is discovered by the interpretation of meanings (relative to time, place, individuals)Discourses (especially modernist theories and concepts) create the illusion of knowledge.TheoryObjective truths that govern organizationsUnmasking the "real" truths that are hidden by modernist theories.Truths are relative and context specific (Depends on the meanings produced at different time, place and by different people)Rejection and Challenge to modernist theories. Provides alternative interpretations to modernist understanding of organizations.MethodologyQuantitative methods and Deductive ApproachQualitative methods and Inductive Approach (Focus on historical analysis and discourse analysis)Qualitative methods and Inductive Approach (Focus on Ethnography)Discourse Analysis and DeconstructionModernism: Discovers truths that govvern organizations. These truths that are scientifically derived are superior to commonsense andspeculations and act as universal laws that are applicable to all organizations.Symbolic Interpretivism: Questions the universal claim of modernist theories (truths). Instead, "truths" concerning organizations are sociallyconstructed and context-specific, dependent on time/place/individuals.Critical Theory: Exposes the ideological nature of modernist theories (truths). Modernist theories privileges the management/elites by espousingvalues that aligns with that of the management/elites. Aims to unmasks hidden truths of modernist organization theories.Postmodernism: Challenges the dominant position of modernist theories (truths) as objective knowledge. Aims to deconstruct the universalassumptions of these modernist theories (truths) and provide alternative discourses that give voice to the marginalized.
RMIT University
Slide *
Organisational Culture
RMIT University
RMIT University
Slide *
Organisational Culture
Objectives:Assignment One
Review of course: Why are we doing this?
How can different perspectives help me in the future?
Introduce the concepts of culture, norms and values.
Discuss how these concepts relate to organisations.
Distinguish between contemporary theoretical approaches to organisational cultureModern Symbolic interpretiveCritical theoryPostmodern
RMIT University
Assignment One
The Question To Be Answered:
'What managers most often want to know about their organization's culture is how to change it......But what is recommended to managers on the basis of cu ...
Educational Administration: Concepts and Practices 6th Edition by Fred C. Lu...zulfiqaralibehan
PhD course reading task completed in the leadership of worthy Sir Dr. Asim University of Karachi Teacher education department
Chapter 03 Educational Leadership & Management
Educational Administration: Concepts and Practices 6th Edition
by Fred C. Lunenburg
Leadership, Culture, Communication, and Diversity3Chapt.docxDIPESH30
Leadership, Culture,
Communication, and Diversity3
Chapter 3 Outline
3.1 Leading and Influencing Organizational
Culture
Dimensions of Organizational Culture
Different Types of Cultures
3.2 Competing Values Framework:
A Cultural Perspective
Adaptive Culture
Clan Culture
Achievement Culture
Bureaucratic Culture
Leading and Shaping Culture
3.3 Leadership and Strategic Communication
The Communication Process Defined
Newer Forms of Communication
How to Use the Communication Process
3.4 Leaders as Champions of Strategic
Communication
Create an Open Climate for Dialogue
Emphasize Strategic Topics
Focus on the Customer
Share Responsibility
Give and Receive Feedback
3.5 Leadership Skills in Persuasion
Four Steps of Persuasion
Four Traps that lead to Persuasion Failure
wei6626X_03_c03_p089-138.indd 89 8/5/11 8:45 AM
CHAPTER 3Leadership, Culture, Communication, and Diversity
The word culture can mean different things to different people: Perhaps it conjures up images of fine art, museums, and orchestras. Or perhaps it is the word you use to
describe the shared patterns, behaviors, and artifacts of a country, region, or society. In
fact, culture does have different “layers” that interact. For example, macrocultures include
national, religious, ethnic, and occupational cultures that exist globally; organizational
cultures exist in private, public, nonprofit, and government arenas; subcultures are found
in occupational groups within organizations; and microcultures exist within occupations
inside and outside organizations (Schein, 2010).
In this chapter, we focus on organizational culture before examining how culture more
generally—in terms of countries, nationalities, ethnicities, and so on—can have broad
implications for leadership efficacy and success. While the first two chapters laid the
foundation for understanding the nature of leadership, these final three chapters show
how leaders influence and shape organizations to achieve goals through communication,
strategy, and teamwork. We begin this discussion with organizational culture because
it shares a mutually dependent relationship with these three dimensions: An organiza-
tion’s culture affects how people communicate, how strategy is developed and imple-
mented, and how people work in teams. Culture can also be defined in terms of these
three dimensions. It is arguably the most important internal organizational dimension.
This chapter will also cover what is perhaps the more common usage of culture—interna-
tional cultures—and how different cultures and globalization present opportunities and
challenges for leadership. Since organizational and national cultures are influenced by
global trends—for example, technology innovations, mergers and acquisitions, influx of
international workers, and a mix of diverse values—leaders and followers must be able to
accommodate such changes in their organizations and teams. Understanding culture has
a substantial payoff ...
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2. Slide 2 www.edureka.co/organizational-behaviour
Agenda
At the end of the session, you will be able to:
Understand what is Organisational Culture?
Dimensions of Organisational Culture
Types of Cultures
Functions of Organisational Culture
How Important is Organisational Culture to employees
Sustaining & perpetuating Organisational Culture
Changing Organisational Culture
4. Slide 4 www.edureka.co/organizational-behaviour
Organizational Culture
Simply stated, it is the shared values, principles and traditions and ways of
doing things that influence the way organizational members act.
It is all about the set of important assumptions, often unstated, that members
of an organization share in common. It speaks about the personality a company
has and the style in which it does things.
5. Slide 5 www.edureka.co/organizational-behaviour
Important elements of the definition may be stated thus:
Shared values and practices
Perceived meaning
It’s the way we do things around here
Cultural products
Descriptive
Organization culture is different from organizational climate
Culture has an important role in organizations
Organizational Culture
6. Slide 6 www.edureka.co/organizational-behaviour
Research suggests that the following dimensions of
organizational culture separate companies from one
another:
Routine ways of communicating, such as organizational
rituals and ceremonies and language commonly used.
The norms shared by individuals and teams throughout the
organization; like ‘do not do too much; do not do too little’.
The dominant values help by the organization such as high
product quality, low absenteeism, high efficiency, etc.
Dimensions of Organizational Culture
7. Slide 7 www.edureka.co/organizational-behaviour
The philosophy that guides management’s policies and
decision-making
The rules of the game for getting along in the
organization; or the ropes that a new recruit must
learn in order to be accepted as a full-fledged member of
the group.
The feeling or climate conveyed in an organization by the
physical layout and the way in which managers and
employees interact with customers, suppliers and other
outsiders.
Dimensions of Organizational Culture
(J. Martin, Culture in Organizations,
New York, Oxford University Press, 1996)
8. Slide 8 www.edureka.co/organizational-behaviour
Strong vs Weak Cultures
Elements of strong cultures Elements of weak cultures
Values widely shared Values shared by a few, usually top management
Members know what is important Members not very clear about what is important
Most employees can tell stories about company
history/heroes
Employees possess little knowledge of company
history or heroes
Employees strongly identify with culture Employees have little identification with culture
Strong linkage between shared values and behavior Little connection between shared values and
behaviors
9. Slide 9 www.edureka.co/organizational-behaviour
Culture is passed on to employees in numerous ways. The most significant
ones may be listed thus:
Cultural Products
Rites: Relatively elaborate, dramatic planned sets of activities that consolidate
various forms of cultural expressions into one event carried out through social
interactions, usually for the benefit of audience
Ceremonial: A system of several rites connected with a single occasion or event
Ritual: A standardized detailed set of techniques and behaviors that manage
anxieties but seldom produce intended technical consequences of practical
importance
How Employees learn Culture?
10. Slide 10 www.edureka.co/organizational-behaviour
How Employees learn Culture?
Myth: A dramatic narrative of imagined events usually
used to explain origins or transformations of something
Saga: A historical narrative describing the unique
accomplishments of a group and its leaders, usually in
heroic terms
Legend: A handed down narrative of some wonderful
event that I based on history but has been
embellished with fictional details
11. Slide 11 www.edureka.co/organizational-behaviour
Story: A narrative based on rare events, sometimes a combination of truth and fiction
Symbol: Any object and event, quality or relation that serves as a vehicle for conveying
meaning usually by representing another thing
Language: A particular form or manner in which members of a group use sounds and
written signs to convey meanings to each other
Values: Life directing attitudes that serve as behavioural guidelines
Metaphors: Shorthand of words used to capture a vision or to reinforce old and new values
Belief: An understanding of a particular phenomenon
Heroes/Heroines: Individuals whom the organisation has legitimized to model
behaviour for others
(Source: H.W. Trice and J.M. Beyer, “Studying Organizational Culture through Rites and
Ceremonials,” Academy of Management Review 9 October, 1984)
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Functions of Organizational Culture
Culture provides a sense
of identity to members
and increases their
commitment to the
organization
Culture is a sense-
making device for
organization members
Culture reinforces the
values of the
organization
Culture serves as a
control mechanism for
shaping
behavior
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Creating and Sustaining Culture
The Role of Founder
The founders of an organization have a major
influence on the organization's initial culture
because of their values and beliefs. They
usually pick up people who think and feel the
same way they do; those who believe in the
dream of the founders and are willing to follow
their footsteps scrupulously and religiously.
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Creating and Sustaining Culture
Socialization
Socialization is a process through which a new recruit begins to understand and accept the values, norms and beliefs
held by others in the organization. HR department representatives help new recruits to “internalize the way things
are done in the organization”.
Socialization, in fact, is a three step process
Pre-arrival stage
Encounter stage
Metamorphosis stage
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Once established, company cultures may be perpetuated:
By Screening and selecting new employees that mesh well with the culture
By systematic indoctrination of new hires in the culture’s fundamentals
By the efforts of senior management to reiterate core values in daily conversations
and pronouncements
By the telling and retelling of company legends and stories
By regular ceremonies honoring members who display desired cultural
behaviours, and
By visibly rewarding those who display cultural norms and penalizing those who don’t.
(J.P. Kotter and J.L. Heskett, Corporate Culture and Performance, New York, Free Press, 1992)
Perpetuating the Culture
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Organizational Culture, as stated previously, is generally stable. However, it is not immutable. Culture is something
which evolves over a period of time—in response to changes in environment, particularly changes in composition of
workforce, changes in top management, changes brought about by mergers and acquisitions, deliberate attempts to
change the structure of an organization, changes brought about by a crisis etc. In any case, there is growing
evidence suggesting likely change in organizational culture due to the occurrence of any of the following: (Kilmann,
et al and P.J.Frost, et al)
Changing Organizational Culture
A dramatic crisis
Leadership changes hands
Young and small organizations
Mergers and acquisitions
Weak culture
Responding to the revolution brought about by Internet