an organizational culture

7/27/2019 An Organizational Culture

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ORGANIZATIONAL BEHAVIOR

W W W . P R E N H A L L . C O M / R O B B I N S

T E N T H E D I T I O N


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Besides your textbook concepts, you

will also learn to:

1. Understand the role of organizational culture

2. Vision, mission ,values

3. Dominant, culture/sub-cultures

4. Merging cultures

5. Creativity and innovation in workplace

6. Organizational socialization

7. Keeping culture aliveLEA

R

NI

N

G

OB

JEC

TIV

ES


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The Basic Functions of Organizational Culture

Organizational

Culture/basic functions

Provides a

sense ofidentity for

members

Enhancescommitment

to the

organizations

mission

Clairifiesand

reinforces

standards

of behavior


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Core Organizational Values

Reflected in Culture

Sensitivity to needs of customers and employees

Freedom to initiate new ideas

Willingness to tolerate taking risks

Openness to communication options


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Organizational Culture


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Todays Mergers and Acquisitions: Will They be Tomorrows Culture Clashes?

This bank

Citicorp

Bank America

Bank One

First Union

Merged with

Travelers

Nations Bank

First Chicago NBD

Corestates

To become

Citigroup

Bankamerica

Bank One

First Union


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Components of Creativity

Skills in

the Task

Domain

Skills in

Creative

Thinking

Intrinsic

MotivationGreatest

creativity


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Skills in Innovation Management: A Careful Balancing Act

GoalsLinked to

corporate

mission

but not

overly

specific

Reward SystemsGenerously

and fairly

reward ones

contributors

but not so

specific as

to connect

everything to

money

Time PressureSense

of

urgencybut not

too urgent


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The Process of Innovation

Stage 1

Settingthe

Agenda

Stage 2

Settingthe

Stage

Stage 3

Producingthe

Ideas

Stage 4

Testing andImplementing

the Ideas

Stage 5

OutcomeAssessment

End

EndSuccess

Failure

Progress

Motivation

Individual

or TeamProductivity

Resources

Skills


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Creating a Customer-Responsive Culture

Key Variables Shaping Customer-ResponsiveCultures

1. The types of employees hired by the organization.

2. Low formalization: the freedom to meet customerservice requirements.

3. Empowering employees with decision-makingdiscretion to please the customer.

4. Good listening skills to understand customermessages.

5. Role clarity that allows service employees to act asboundary spanners.

6. Employees who engage in organizational citizenshipbehaviors.


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Creating An Ethical Organizational Culture

Characteristics of Organizations that DevelopHigh Ethical Standards

High tolerance for risk

Low to moderate in aggressiveness

Focus on means as well as outcomes

Managerial Practices Promoting an Ethical

Culture

Being a visible role model.

Communicating ethical expectations.

Providing ethical training.

Visibly rewarding ethical acts and punishing unethicalones.


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What Is Organizational Culture?

Characteristics:

1. Innovation and risktaking

2. Attention to detail

3. Outcome orientation

4. People orientation

5. Team orientation

6. Aggressiveness

7. Stability


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Institutionalization: A Forerunner of Culture


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What Is Organizational Culture? (contd)


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What Is Organizational Culture? (contd)

Culture Versus Formalization

A strong culture increases behavioral consistency andcan act as a substitute for formalization.

Organizational Culture Versus National Culture

National culture has a greater impact on employeesthan does their organizations culture.

Nationals selected to work for foreign companies maybe atypical of the local/native population.


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What Do Cultures Do?

Cultures Functions:

1. Defines the boundary between one

organization and others.2. Conveys a sense of identity for its members.

3. Facilitates the generation of commitment to

something larger than self-interest.

4. Enhances the stability of the social system.


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What Do Cultures Do?

Culture as a Liability:

1. Barrier to change

2. Barrier to diversity

3. Barrier to acquisitions and

mergers


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Managerial Actions:

Select new employees with personality and

attitudes consistent with high service

orientation.

Train and socialize current employees to be

more customer focused.

Change organizational structure to give

employees more control.

Empower employees to make decision about

their jobs.


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Keeping Culture Alive

Selection

Concerned with how well the candidates will fit into theorganization.

Provides information to candidates about theorganization.

Top Management

Senior executives help establish behavioral norms thatare adopted by the organization.

Socialization

The process that helps new employees adapt to theorganizations culture.


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Stages in the Socialization Process


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A Socialization Model

E X H I B I T 18-2


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Entry Socialization Options

Formal versus Informal

Individual versus Collective

Fixed versus Variable

Serial versus Random

Investiture versus Divestiture

E X H I B I T 18-3


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How Organization Cultures Form

E X H I B I T 18-4


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How Employees Learn Culture

Stories

Rituals

Material Symbols

Language


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Managerial Actions (contd) :

Lead by conveying a customer-focused vision

and demonstrating commitment to customers.

Conduct performance appraisals based oncustomer-focused employee behaviors.

Provide ongoing recognition for employees who

make special efforts to please customers.


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Spirituality and Organizational Culture

Characteristics:

Strong sense ofpurpose

Focus on individualdevelopment

Trust and openness

Employee

empowerment Toleration of employee

expression


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How Organizational Cultures Have an Impact

on Performance and Satisfaction

E X H I B I T 18-7

an organizational culture

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