cult organizationala -ncolae an ii

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U N I V E R S I T Y O F B U C H A R E S T

Faculty of Foreign Languages and Literatures

MASTER CLOE

Organizational Behaviour –

Organizational Culture

Professor Mariana Nicolae, Ph.D. (Ed & Ec



University of Buchrest

Fcu!ty of Forei"n Ln"u"es n# Litertures

$e%rt&ent of En"!ish Ln"u"e n# Literture

Sy!!'us( Organizational Behaviour - Culture

Ti&e !!ot&ent: 7 lectures (14 hours)

Nu&'er of c#e&ic cre#its:

Course !e#er: rofessor !ariana "#COL$%& h'' (%d' %c')*

1' Course o')ectives: +o introduce students to the field of organizational ,ehavior (OB)* to

distinguish ,eteen the state of the field in .o/ania and other s0aces* to clarify and evaluatestudents understanding of the issues& 2uestions and 0rocesses involved in or3ing for or

/anaging an organization* the integrated nature of OB and the relevance of organizationalculture ithin it'

' Course out!ine:

$tes Course content

%very nd

5ednesday&4 6 0/&

according to

schedule

1' #ntroduction' Field& +er/inology a00roaches'

' +he nature of OB - organizational /eta0hors - effectiveness

8' +he organizational setting - nature of organizations

4' +he #ndividual 6 individual differences& organizational learning&

/otivation

9' Organizational culture

' Organizational culture7' arious issues' ;u,/itting 0ro<ects

*+ Course re,uire&ents n# fin! "r#in"(

• course 0artici0ation and activity: 9=>

• final individual e?a/ination: 9=>

4' Bi'!io"r%hy(

A+ Lecture notes -./*+

B+ Se!ective 'i'!io"r%hy(Buchanan& '$'& @uczyns3i $'$'& Organizational Behaviour: an introductory text & rentice-

@all #nternational (A) Ltd'& ==4arin L' ing& Carl ' Case& athleen !' re/o& An International Mission Statement

Comparsion: United States, rance, !ermany, "apan, and China& $cade/y of ;trategic

!anage/ent ournal& olu/e 11& "u/,er & =1@atu/& $'& ;ilvestri& L'& assolo& .' ;'& ettigre& $'& (=1)& Organizational identity as an

anchor #or adaptation: an emerging mar$et perspective& #nternational ournal of %/erging!ar3ets& ol' 7 #ss: 8 00' 8=9 - 884

!ullins& L''& Management and Organisational Behaviour & rentice @all& ==

"icolae& !' (editor)& Arta i tiin a leadershipului% Un ghid teoretic i practicș ș ț ș & editura+ritonic& =18



Aniversity of Bucharest& Faculty of Foreign Languages and Literatures

$e%rt&ent of En"!ish Ln"u"e n# Literture

!$;+%. CLO%

Aniversity year =18-=14

0UI$ELINES FOR 1RITIN0 YOUR EN$2OF2COURSE ASSI0NMENT

For your assign/ent you ill have to 0resent a case study of ho conce0ts discussed duringthe 0resent course can ,e identified in a .o/anian(-,ased) co/0any or in literature' ;ince

literature is one of the i/0ortant indos toards environ/ents difficult to access if you are

not 0art of the/ you are invited to e?0lore and discuss conce0ts in one of the or3s that youfound relevant for your on ideas on the su,<ect' Fro/ literature to /otion 0ictures and arts

you have a ide range of authors and or3s to choose and discuss fro/'

@ere are so/e e?a/0les of to0ics that you could or3 on:

1' iscuss the ay in hich your on values differ or not fro/ those of your 0arents inrelation to or3' 5hat ty0e of organization ould you li3e to or3 inD

' #n hat ay do our values& 0articularly honour and trust& differ today fro/ those of

@a/let E on ui?ote E Caragiales charactersD

8' iscuss the conce0t of Gface savingH at individual and organizational levels' .efer to;i/ona asilaches or3& Cinstite o&raze, mo#tangii 'i domni& %ditura Cartea

.o/IneascJ& =14' $nalyse the situation of an organization youd li3e to or3 for ,y using the %;+ E

%;+L% analysis

9' Co/0are the organizational cultures of 0rivate and state oned ,usinesses in.o/ania and a country of your choice'

' +echnology has had a large i/0act on the evolution of organizations' @o illorganizations evolve in the 1st centuryD

7' @o do organizations in the 3noledge econo/y differ fro/ those in the industrial

0eriodD Kive e?a/0les and discuss the/'

our assign/ent ill have to ,e around 8&9== 6 4&=== ords& 0rocessed ith +i/es "e.o/an font of 1& s0aced at 1'9 lines'

ou ill have to give in your 0rinted assign/ents in anuary =14 at the last course' +hisill give ,oth you and /e 0lenty of ti/e to 0re0are& 0roduce& read& /ar3 and then give you

the necessary feed,ac3'

+he folloing hints are intended to re/ind you of the for/al conventions in this ty0e of

or3'

/+ AU$IENCE

lease re/e/,er that the first 0art of this assign/ent should reveal your 3noledge of the to0ic andthe length of your reading' +he second 0art should focus on the .o/anianEho/e country conte?t

through a00lications or e?a/0les' ont ,e afraid of ,eing daring and originalM-+ OUTLINE

+ry /a3ing an outline ,efore you start detailed riting' ecide:1' hat /ain ideas you are going to include and

' hat order they should go in+hen 0ut aay your or3 for a hile' +hen chec3 it again and revise it as necessary'



*+ $RAFTIN0

Asing your outline& rite your first draft' +hen revie it carefully to chec3 for the 2uality of the storyline& i'e' the logic of the ideas' Chec3 that your theory section and the a00licationEe?a/0les 0art reallyhang together 0ro0erly' !a3e sure there is a 0ro0er introduction and a conclusion'3+ E$ITIN0

Chec3 the assign/ent again in order to /a3e sure that all the ideas are e?0ressed as clearly as

0ossi,le'$dd enough signposting 6 that is hel0 the reader find hisEher ay around your or3 easily:

all /ain sections should have headingsEsu,headings

there should ,e short sections every no and then hich su//arise hat has <ust ,een said andintroduce hat is to co/e ne?t'

4+ 5ROOF REA$IN0

Finally chec3 your %nglish carefully to /a3e sure your sentences are gra//atical& your s0elling and 0unctuation is correct& and that the 0ro0er conventions (i'e' ays of 2uoting& etc') have ,een used'.eadings should ,e referred to in this ay:

$s @ofstede (1NN1& 0'84) says&

+here should ,e a ,i,liogra0hy at the end of readings actually /entioned in your or3' #te/sshould ,e laid out li3e this:

@ofstede& K'& 1NN1 Cultures and Organizations& @ar0er Collins@er,ig& '& (xecutive Summary: )o#stede and *egotiations,

htt0:EE'geocities'co/E$thensEel0hiEN19PEinde?'ht/l

REMEMBER( 5!"iris& 6i!! 'e severe!y %en!ise#7 Use the Internet n# the &e#i8

'ut "ive cre#it to the re! uthors+

CRITERIA FOR ASSI0NMENT 1OR9

+hese criteria are used in deciding the grade of your assign/ent or3' ou should read the/

,efore starting to or3'

1' @ave you achieved an a00ro0riate ,alance of theory and 0ractical e?a/0lesD oes your assign/ent focuson 0ractical e?a/0lesEevidence and are the to ell-relatedD

' #s the to0ic 0resented clearly and succinctlyD8' #s there clear evidence of ,ac3ground readingD

4' @ave you avoided undue vagueness and generalisationD

9' @ave you 2uoted all your sourcesD 5!"iris& n# #ishonesty 6i!! not 'e to!erte# n# 6i!! resu!t in

:ero ;.< if #iscovere#+

http://www.geocities.com/Athens/Delphi/9158/index.html

http://www.geocities.com/Athens/Delphi/9158/index.html



!ecture "

Intro#uction+ Fie!#+ Ter&ino!o"y = %%roches

+he orld e live in is the orld of organizations:

- groth of large scale ,usiness organizations- various ty0es of organizations

- se0aration ,eteen onershi0 and /anage/ent

Organizational Behaviour (OB) 6 concerned /ainly ith the study of the ,ehavior of 0eo0le

ithin organizations'

OB 6 the stu#y n# un#erstn#in" of in#ivi#u! n# "rou% 'ehvior8 n# %tterns of

structure in or#er to he!% i&%rove or"ni:tion! %erfor&nce n# effectiveness'

OB > rt or science?

6deals /ainly ith intangi,les' #t is difficult to o,serve and /easure& and it is difficult to

esta,lish lin3s ,eteen cause and effect' 6 science ai/s to achieve control' +he /oral and ethical considerations involved in OB are

not ty0ical of hard core science'

6 OB has 0ro,le/s in ,eing considered a science only if e try to vie it through rigid

scitific 0ractices' 6 OB is a science (descri,es& e?0lains& 0redicts and controls)& ,ut a social science'

+he study of OB involves an understanding of:

• the ,ehavior of 0eo0le

• the 0rocess of /anage/ent

• the organizational conte?t in hich the 0rocess of /anage/ent ta3es 0lace

• organizational 0rocesses and the e?ecution of or3

• interactions ith the e?ternal environ/ent of hich the organization is a 0art

Fi"+/ $ fra/eor3 for OB study

#nfluences on ,ehavior in organizations:• the individual



• the grou0

• the organization

• the environ/ent

The or"ni:tion! ice'er"

+he visi,le 0art is /ade u0 of the for/al as0ects of an organization (Overt)& ,ut to get a realunderstanding of the ,ehavior of 0eo0le at or3 it is i/0ortant to consider the less visi,le or

really invisi,le as0ects (Covert)' $nother a00roach loo3s at the visi,le and therefore rationalside of organizations as co/0ared to the orld of less rationality'

Fig' arious ays to loo3 at the organizational ice,erg

$00roaches:

8 /ain disci0lines loo3 at ,ehavioural sciences:

• 0sychology

• sociology

• anthro0ology



Fig' $ /ultidisci0linary a00roach to ,ehavioural sciences

@@

@@ @@

OB does not intend to 0rovide /odels for organizational develo0/ent or the correct anser

for various situations' .ather it tries to highlight the changing 0atterns in todays

organizations and to discuss the attitudes to or3 in those organizations' #t loo3s at issues thathel0 students to develo0 an aareness of the e?istence of /ulti0le GrightH ansers 6de0ending on the 0oint of vie of the 0erson or the 2uality of the sta3eholder'

+he figures in this cha0ter are fro/ Buchanan& '$'& @uczyns3i $'$'& Organizational

Behaviour: an introductory text & rentice-@all #nternational (A) Ltd'& ==4'



!ecture #

The nture of OB 2 or"ni:tion! &et%hors > effectiveness

Organizations are co/0le? social syste/s that can ,e studied fro/ various 0ers0ectives'

!eta0hors 0rovide a rich source of infor/ation a,out organizational attitudes and ,eliefs'+hey are also a 0oerful ele/ent to strengthen those attitudes and ,eliefs to ,uild the

organizational culture' ;o/e /eta0hors can function as e/otional anchors as they 0rovide

the identity that 0eo0le need so /uch' For so/e researchers /eta0hors /ay ,eco/e a 0oerful 0oint of influence ,y 0ointing to the values and direction of a changing

organization'

Kareth !organ - Images o# Organization:

- al/ost all our thin3ing a,out organizations is ,ased on one or /ore of eight ,asic

/eta0hors' - - /ost organizational conversations focus and use e?clusively one /eta0hor'- /ost 0eo0le are 0er/anently stuc3 in their favorite /eta0hor and cannot understand things

said ithin other /eta0hors'

1' Or"ni:tion s Mchine( it is the /ost si/0listic /eta0hor& and is the foundationof +ayloris/' #t suggests orderly relations ,eteen clearly defined 0arts' Language

used to descri,e it: top do+n, &ottomup, centralized, decentralized , the entire

/ainstrea/ vie of ,usiness is ithin this /eta0hor'

' Or"ni:tion s Or"nis&( a slightly richer /eta0hor' Language used to descri,e it:

Gorganizational "$&H ,irth& /aturity and death& and so forth' Organizations ,ehaveli3e living syste/s ada0ting to changes in tur,ulent and dyna/ic environ/ents'

8' Or"ni:tion s Brin( although it /ight a00ear as a su,set of the Organis/

/eta0hor there is a su,tle and i/0ortant shift in e/0hasis fro/ Glife 0rocessesH tolearning% Language used to descri,e it: inventive& rational& #+ C& the source of

infor/ation 6 ays of understanding collectives& Gho 3nos hat&H ho

infor/ation s0reads infor/s syste/s and 0rocesses)'

4' Or"ni:tion s Cu!ture( co/0le? syste/s ith their on sets of ideologies& values&rituals& ,eliefs and 0ractices' ;ocial develo0/ents account for variations a/ong

organizations'

9' Or"ni:tion s 5o!itic! Syste&( ays /ust ,e found to create order and direct

0eo0le Language used to descri,e it: authority& 0oer& su0eriors 6 su,ordinates&conflicts of interest'

' Or"ni:tion s 5sychic 5rison( the sy/,ol !organ uses is latos cave'Organizations are 0sychic 0heno/ena created and su00orted ,y conscious and

unconscious 0rocesses' Organizations and 0eo0le are constrained ,y their shadosand ,eco/e tra00ed ,y constructions of reality'

7' Or"ni:tion s Syste& of Chn"e n# F!u( the universe is in a constant state offlu?& ,eing characterized ,y ,oth 0er/anence and change' #t highlights so/e of the



sa/e as0ects of organizations as the Organis/ /eta0hor& ,ut in different ays' For

e?a/0le& notions of sta,ility& dissi0ation& entro0y& and other 0hysics ideas are used' #fthe !achine /eta0hor is the do/inant one& this one is the /ar3et-leading alternative

/eta0hor'

P' Or"ni:tion s Instru&ent of $o&intion( +his is "O+ the sa/e as the 0olitical/eta0hor& since it involves na3ed aggression in so/e for/' +his is here you get

the/es of o00ression& seat-sho0s& social costs (such as the B oil s0ill)& the /ilitary-industrial co/0le? and so forth' +his used to ,e a lot /ore i/0ortant than it is no&

,ecause hu/ans are selfish creatures' ;o long as the su,<ects of o00ression ere

hu/an la,orers& this as the leading /eta0hor' Fortunately& that is starting to change& ,ecause Qout of 0u,lic vie is an increasingly difficult state to /aintain' Cases in

0oint: #ran& Bur/a and B'

$nother ay to loo3 at organizations is to evaluate the/ ,y using OC$#& the OrganizationalCulture $ssess/ent #nstru/ent& develo0ed ,y i/ Ca/eron and .o,ert uinn 1' +his syste/considers to 0ri/ary characteristics of organizations:

• sta,ility versus fle?i,ility

• internal versus e?ternal /indedness'

Asing these to di/ensions Ca/eron uinn 0ut forard four ty0es of organizations (seeFigure 8:

/+ Hierrchic! Or"ni:tion

- very effective in a relatively sta,le environ/ent- it is Qinternal /inded

- efficient and 0redicta,le delivering of 0roducts is the /ain reason of the e?istence of the O'- folloing rules and 0rocedures is of the ut/ost i/0ortance here'

- it is often characterized ,y a ell 0erfor/ing ,ureaucracy ith a role culture'

-+ Mret Or"ni:tion

- in /ore co/0etitive environ/ents organizations need to ,e /ore Qe?ternal /inded

- the /ar3et organization is strongly focused on the result of its 0roduction 0rocesses'- the econo/ic and 0olitical environ/ents are considered dangerous and are a00roached

aggressively'

- this ty0e of organization concentrates /ainly on results and 0roductivity'

- the co/0any ethos is the need of ,eing ,etter than the co/0etition'- a tas3 culture do/inates

*+ F&i!yC!n Or"ni:tion

- very often a 0rofessional ,ureaucracy- success is a conse2uence of individual develo0/ent - a lot of attention to the individual

1 i/ Ca/eron& .o,ert uinn& -iagnosing and Changing Organizational Culture: Based on the Competing

.alues rame+or$ & 5illey& =11'



!ecture $

The or"ni:tion! contet 2 the nture of or"ni:tion

The or"ni:tion! contet !oos t - fctors(

- the relationshi0s ,eteen internal organization structures and the e?ternalenviron/ent

- the influence of technology on <o,s organizations



!ecture %

The in#ivi#u! > in#ivi#u! #ifferences8 or"ni:tion! !ernin"8 &otivtion



!ecture – '

Or"nistion! cu!ture



E)EENCE*



1' $ndrRs @atu/& Luciana ;ilvestri& .o,erto ;' assolo& $ndre ettigre& (=1)&

Organizational identity as an anchor #or adaptation: an emerging mar$et perspective&

#nternational ournal of %/erging !ar3ets& ol' 7 #ss: 8 00' 8=9 - 884

' Beinhoc3er& %ric & /he Origin o# 0ealth: (volution, Complexity, and the 1adical

1ema$ing o# (conomics& !cinsey Co'& ==

8' Bennis& 5' K'& On &ecoming a leader, erseus Boo3s& 1NN4& Ca/,ridge& !$

4' Buchanan& '$'& @uczyns3i $'$'& Organizational Behaviour: an introductory text &

rentice-@all #nternational (A) Ltd'& ==4

9' Callahan& '& /he Cheating Culture, 0hy more Americans are doing +rong to get

ahead & $ @arvest Boo3& @arcourt& #nc'& ==4& #;B": =-19-=8==9-9

' Cha0/an& '& %dards& Ch'& @a/0son& ;'& Connecting /he -ots& e/os& ==N&

htt0:EE'de/os'co'u3EfilesEConnectingStheSdotsS-Se,-'0dfD19NN4741P

7' Ciulla& B''& (thics, the )eart o# 2eadership& #;B": =79 NP 91&

P' Ciulla& B''& /he 0or$ing 2i#e 3 /he 4romise and Betrayal o# Modern 0or$ 8 #;B":

==N P=7 874& +hree .ivers ress& "e or3& ===

N' Confucius& /he Analects& enguin Classics& A& 1N7N

1=' arin L' ing& Carl ' Case& athleen !' re/o& An International Mission

Statement Comparsion: United States, rance, !ermany, "apan, and China&

$cade/y of ;trategic !anage/ent ournal& olu/e 11& "u/,er & =1

11' eletant& '& earton& !'& 1omania O&served & %ditura %nciclo0edicJ& BucureTti& 1NNP

1' @andy& C'& /he Age o# Unreason& @arvard Business ;chool ress& 1NN=& #;B": =-

P79P4-8=1-P

18' @andy& C'& /he (mpty 1aincoat & BC$& A& C" 8=1

14' @andy& Ch'B'& Understanding Organizations& enguin Boo3s& 8rd edition& 1NP7

19' @andy& Charles !ods o# Management% /he Changing 0or$ o# Organisations&

;ouvenir ress& ==7

1' @a0er,erg& $'& .ie0le& $'& /he Strategic Management o# Organisations& earson

%ducation Ltd& ==1'

17' @islo0& onald& 5no+ledge Management in Organizations& O?ford Aniversity ress&

==N

1P' Larry C' ;0ears&!ichele Larence& en Blanchard& ocus on 2eadership: Servant

2eadership #or the 67st Century& 5iley ;ons& ==& "e or3

1N' Laurie !ullins& !anage/ent and Organisational Behaviour& rentice @all& ==

http://www.demos.co.uk/files/Connecting_the_dots_-_web-2.pdf?1259947418

http://www.demos.co.uk/files/Connecting_the_dots_-_web-2.pdf?1259947418



=' Louis ' Kerstner& r'& 0ho Says (lephants Can8t -ance9 Inside IBM8s )istoric

/urnaround & @ar0er Business& ==

1' !';cott ec3& /he 1oad 2ess /raveled : A *e+ 4sychology o# 2ove, /raditional

.alues and Spiritual !ro+th, ;i/on ;chuster& 1N7P

' !argaret ' 5heatley& 2eadership and the *e+ Science: -iscovering Order in a

Chaotic 0orld 8 Berrett-oehler u,lishers& #nc'* ==

8' "ial Ferguson& Civilization 3 /he 0est and the 1est & $llen Lane& enguin Boo3s&

=11

4' .o,ert Kreenleaf& Servant 2eadership: A "ourney into the *ature o# 2egitimate

4o+er and !reatness& 1N77& ==& aulist ress& "e ersey'

9' ;enge& eter !'& /he i#th -iscipline: the art and practice o# the learning

organization& ou,ledayECurrency& 1NN=

' +ale,& "assi/ "icholas /he Blac$ S+an% /he Impact o# the )ighly Impro&a&le&

enguin ,oo3s& ==7

7' UUU .e0rofesionalizarea .o/Iniei& .a0ort al #nstitutului de roiecte 0entru #novaVie

Ti ezvoltare (##)& htt0:EE'i0id'roEre0rofesionalizareaSro/aniei'ht/l& accesat

P'=8'==N

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cult organizationala -ncolae an ii

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