robbins eob11 inppt15

Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 15

Organizational Culture

15-1

Essentials of

Organizational Behavior, 11/e

Stephen P. Robbins & Timothy A. Judge


After studying this chapter, you should be able to:15-2

1. Define organizational culture and describe its common characteristics.

2. Compare the functional and dysfunctional effects of organizational culture on people and the organization.

3. Explain the factors that create and sustain an organizations culture.

4. Show how culture is transmitted to employees.5. Demonstrate how an ethical culture can be created.6. Show how national culture may affect the way

organizational culture is transported to a different country.


Organizational Culture15-3

A system of shared meaning held by members that distinguishes the organization from other organizations


Seven Characteristics of Organizational Culture15-4

1. Innovation and Risk Taking2. Attention to Detail3. Outcome Orientation4. People Orientation5. Team Orientation6. Aggressiveness7. Stability


Culture Is a Descriptive Term

Organizational culture is concerned with how employees perceive an organizations culture, not whether or not they like it

Descriptive

Measures affective responses to the work environment: concerned with how employees feelabout the organization

Evaluative

15-5

Culture Job Satisfaction


Do Organizations Have Uniform Cultures? 15-6

The dominant culture expresses the core values that are shared by a majority of the organizations members

Subcultures tend to develop in large organizations to reflect common problems, situations, or experiences of members

Subcultures mirror the dominant culture but may add to or modify the core values


Strong Cultures15-7

In a strong culture, the organizations core values are both intensely held and widely shared

Strong cultures will: Have great influence on the

behavior of its members Increase cohesiveness Result in lower employee

turnover


Cultures Five Basic Functions15-8

Defines Boundaries Conveys a Sense of Identity Generates Commitment Beyond Oneself Enhances Social Stability Sense-making and Control Mechanism


Culture as a Liability 15-9

Barrier to Change Culture is slow to change even in a dynamic environment

Barrier to Diversity Culture seeks to minimize diversity Can embed prevalent bias and prejudice

Barrier to Acquisitions and Mergers Most mergers fail due to cultural incompatibility


Creating Culture15-10

Ultimate source of an organizations culture is its founders

Founders create culture in three ways: By hiring and keeping those who think and feel the same way

they do

Indoctrinating and socializing those employees to their way of thinking and feeling

Acting as a role model and encouraging employees to identify with them


Keeping a Culture Alive15-11

Selection seek out those who fit in

Top Management establish norms of behavior by their actions

Socialization help new employees adapt to the existing culture


A Socialization Model15-12

Pre-arrival initial knowledge about the organization and own unique ideas

Encounter exposed to the organization Metamorphosis member changed to fit within the

organization


Dimensions of Socialization Programs

Formal new workers separated for training

Collective group basis Fixed planned activities Serial role models used Divestiture strip away

characteristics to build up new ones

Informal new workers immediately put to work

Individual one-on-one Variable no timetables Random on your own Investiture accepts and

confirms existing characteristics

15-13

Intense Programs Moderate Programs


How Organization Cultures Form15-14

Success in employee socialization depends on managements selection of socialization method and the

closeness of new employees values to those of the organization


How Employees Learn Culture15-15

Culture is transmitted to employees through: Stories provide explanations Rituals reinforce key values Material Symbols convey

importance Language identify and

segregate members


Creating an Ethical Organizational Culture15-16

A strong culture with high risk tolerance, low-to-moderate aggressiveness, and focuses on means as well as outcomes is most likely to shape high ethical standards

Managers must be visible role models Communicate ethical expectations Provide ethical training Visibly reward ethical acts and punish unethical ones Provide protective mechanisms


Creating a Positive Organizational Culture

15-17

A positive culture is one that emphasizes the following:

Building on Employee Strengths Rewarding More Than Punishing Emphasizing Vitality and Growth

of the Employee


Global Implications15-18

National and Organizational Cultures: Organizations exist in a global context

Must be aware of local and national cultures

Suggestions and Observations: Organizations heavily dependent on foreign markets and labor

National culture does influence organizational culture

All managers must be culturally sensitive


Implications for Managers15-19

Create the culture you want when the organization is small and new

If established culture needs to be changed, expect it to take years


Keep in Mind15-20

Organizational culture is concerned with how employees perceive the culture, not whether or not they like it

Ethical and positive organizational cultures can be created methods differ

National culture influences organizational culture


Summary15-21

1. Defined organizational culture and described its common characteristics.

2. Compared the functional and dysfunctional effects of organizational culture on people and the organization.

3. Explained the factors that created and sustained an organizations culture.

4. Showed how culture was transmitted to employees.5. Demonstrated how an ethical culture could be created.6. Showed how national culture might affect the way

organizational culture is transported to a different country.


15-22

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted,

in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior

written permission of the publisher. Printed in the United States of America.

Slide Number 1After studying this chapter, you should be able to:Organizational CultureSeven Characteristics of Organizational CultureCulture Is a Descriptive TermDo Organizations Have Uniform Cultures? Strong CulturesCultures Five Basic FunctionsCulture as a Liability Creating CultureKeeping a Culture AliveA Socialization ModelDimensions of Socialization ProgramsHow Organization Cultures FormHow Employees Learn CultureCreating an Ethical Organizational CultureCreating a Positive Organizational CultureGlobal ImplicationsImplications for ManagersKeep in MindSummarySlide Number 22

robbins eob11 inppt15

Documents

organizations culture

pearson education

diversity culture

dominant culture

national culture

ethical culture

way organizational culture

prentice halldo organizations