Behaviour of Organizational

1. CHAPTER 3 :
ORGANIZATIONAL
CULTURE
O R G A N I Z A T I O N A L B E H A V I O U R

2. WHAT IS ORGANIOZATIONAL
CULTURE?
• DEFINE AS “A SYSTEM OF SHARED MEANING HELD BY MEMBERS THAT
DISTINGUISHES THE ORGANIZATION FROM OTHER ORGANIZATION”
(ROBBINS AND JUDGE, 2009)
• IT IS A SET OF :
 ASSUMPTION
 BELIEFS
 VALUES
 NORMS

3. CONT..
• HAS SIGNIFICANT IMPACT ON THE SUCCESS AND HEALTH OF THE
ORGANIZATIONS (EMPLOYEES AND STAKEHOLDER)
• USUALLY IN ORGANIZATIONS WOULD HAVE DOMINANT CULTURE AND A
SUBCULTURE.
• DOMINANT CULTURE EXPRESSES CORE VALUES WHICH ARE:
 SHARED AND ACCEPTED BY THE MAJORITY OF THE MEMBERS IN AN ORGANIZATION
 FOR EXAMPLE, KNOWLEDGE SHARING, THE CULTURE OF INNOVATIVE THINKING AND
DRESS-CODE

4. CONT..
• SUBCULTURE BEING FORM WHEN:
 A GROUP OF PEOPLE WITHIN ORGANIZATION SHARE A SITUATION,
PROBLEM/EXPERIENCE
 AREA OF DIFFERENTIATION SUCH AS GEOGRAPHICAL SEPERATION, DEPARTMENTAL
DESIGNATION, FUNCTIONAL SPECIALITY, TENURE AND IDENTITY.

5. WAY OF CHANGES OF CULTURE
• CULTURAL REVOLUTION
 DEFINITION: CULTURAL CHANGES HAPPEN DRASTICALLY AND DRAMATICALLY.
 LEADS TO HIGH LEVELS OF FOR EMPLOYEES.
 FACED WITH DIFFICULTY IN ADAPTING TO THE NEW SITUATION.
• CULTURAL EVOLUTION
 DEFINITION: CULTURAL CHANGES HAPPEN SLOWLY AND GRADUALLY.
 LEADS TO LOW LEVELS OF FOR EMPLOYEES.
 EMPLOYEES ABLE TO PREDICT AND FORESEE THE CHANGES WITH NEW KNOWLEDGE,
BEHAVIOUR AND MENTAL MODEL.