Chapter 7 - Organizational Culture

Internal integration

how the organization coordinates its internal systems and processes.

External adaptation

how the organization responds to the external environment and the changes that occur in it.

Kinds of rites (6)

passage, enhancement, renewal, integration, conflict reduction, degradation

1. Spend time on activities that are important; 2. Change or enhance the setting; 3. Review and interpret history; 4. Establish a dominant value expressed in a simple phrase

4 actions that leaders can do to increase their personal power and exert greater influence in an organization

Core Shared Assumptions

1. Human nature; 2. Nature of relationships; 3. Nature of truth; 4. Our fit with the environment; 5. Time orientation; 6. Assumptions about activity; 7. Universalism/particularism

cultural artifacts, shared norms, cultural values, & underlying assumptions

4 Levels of organizational culture

1. Founder expectations; 2. Member contributions; 3. Historical accommodations

Development of organizational culture

1. power distance; 2. uncertainty avoidance; 3. individualism vs. collectivism; 4. masculinity vs. femininity

Hofstede's 4 cultural values

(1) employee selection, (2) reward allocations, (3) leader behavior, (4) rites and ceremonies, (5) stories and symbols, (6) reactions to problems

Organizational cultures are maintained by a combination of many forces, especially: (6 things)

1. conduct a culture audit; 2. assess the need for change; 3. unfreeze the current culture; 4. elicit support from the cultural elite; 5. implement an intervention strategy; 6. monitor and evaluate

Steps to changing an organization's culture:

Masculinity versus femininity

degree to which gender role differences are emphasized in terms of valuing assertive and aggressive male roles over more tender female attributes

Individualism versus collectivism

degree to which people are willing to act individually as a unique person versus as a uniform member of a group

organizational myths

significant stories that are told about an organization's earlier years that impact the way members think about its history even if they are not true.

Cultural values

social values that are shared among the members of an organization and tend to regulate their individual behaviors and induce collective conformity.

Power distance

the acceptability of status differentials between members of a society

Organizational climate

the characteristics describing an organization that are relatively visible and stable, but amendable to change.

Shared norms

the common expectations that guide the behavior of organizational members.

Uncertainty avoidance

the degree of ambiguity and uncertainty people are willing to tolerate

shared assumptions

the foundation beliefs that impact how people think about and respond to organizational events, but which are mostly subconscious

Organizational culture

the shared beliefs and expectations among the members of an organization that are relatively enduring and resistant to change.

Rites and ceremonies

the special events in organizations that recognize individuals and the ways they are treated.

Cultural artifacts

the visible symbols and objects that are unique to an organization and that suggest the kinds of shared beliefs and expectations of members.

Universalism

treat all members of the organization the same regardless of their background

Particularism

treat people differently based on certain criteria such as race, age, religion, etc.

4 criteria for examining the usefulness of values to the company

viable, balanced, aligned, & authentic