ORGB Chapter #16- Organizational Culture
Fit perspective- three particular industry characteristics affect culture:
(1) competitive environment, (2) customer requirements, and (3) societal expectations.
Fit perspective
A culture is good only if it fits the industry or the firm' strategy.
Organizational (corporate) culture
A pattern of basic assumptions that are considered valid and that are taught to new members as the way to perceive, think, and feel in the organization.
Adaptive culture
An organizational culture that encourages confidence and risk taking among employees, has leadership that produces change, and focuses on the changing needs of customers.
Strong culture
An organizational culture with a consensus on the values that drive the company and with an intensity that is recognizable even to outsiders.
Why is change difficult?
Assumptions are often unconscious, culture is deeply ingrained and behavioral norms and rewards are well learned.
Artifacts
Symbols of culture in the physical and social work environments.
Assumptions
Taken for granted, invisible, preconscious
Anticipatory socialization
The first socialization stage, which encompasses all of the learning that takes place prior to the newcomer's first day on the job.
Organizational socialization
The process by which newcomers are transformed from outsiders to participating, effected members of the organization.
Encounter
The second socialization stage, in which newcomers learn the tasks associated with the job, clarify their roles, and establish new relationships at work.
Change and acquisition
The third socialization stage, in which the newcomer begins to master the demands of the job.
Triangulation
The use of multiple methods to measure organizational culture.
Enacted values
Values reflected in the way individuals behave.
Artifacts
Visible, often not decipherable
Espoused values
What members of an organization say they value.
Strong cultures facilitate performance because...
they are characterized by goal alignment.
Strong cultures facilitate performance because...
they create a high level of motivation because of shared values by the members.
Strong cultures facilitate performance because...
they provide control without the oppressive effects of bureaucracy.
Culture reinforces the ____ of the organization.
values
Five most important elements in managing culture:
what leaders pay attention to, how leaders react to crises, how leaders behave, how leaders allocate rewards, how leaders hire and fire individuals.
Assumptions
Deeply held beliefs that guide behavior and tell members of an organization how to perceive situations and people.
Challenges to developing positive, cohesive culture:
Developing a culture of empowerment and quality
Challenges to developing positive, cohesive culture:
Developing a global organization culture
Challenges to developing positive, cohesive culture:
Developing an ethical organizational culture
Organizational culture inventory
Focuses on behaviors that help employees fit into the organization and meet coworker expectations.
Kilmann-Saxton Culture-Gap Survey
Focuses on what actually happens in the organization and the expectations of others.
Espoused Values; Enacted Values
Greater level of awareness
Challenges to developing positive, cohesive culture:
Merger or acquisition
Types of Artifacts
Personal enactment, ceremonies and rites, stories, rituals, symbols
Culture serves as a ____ ____ for shaping behavior.
control mechanism
Outcomes of socialization:
good performance, high job satisfaction, intention to stay with the organization, low levels of distress symptoms, and high levels of organizational commitment.
Culture provides a sense of ____ to members and increases their ____ to the organization.
identity; commitment
Culture is a ____ device for organization members.
sense-making
Three theories on the relationship between organizational culture and performance:
strong culture perspective, fit perspective, adaptive perspective.
