ob chapter 16
TRANSCRIPT
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Kelli J. SchutteWilliam Jewell College
Robbins & Judge
Organizational Behavior14th Edition
Organizational Culture
16-0Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
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Do Organizations Have Uniform Cultures?
Culture is a descriptive term: it may act as a substitutefor formalization
Dominant Culture
Expresses the core values that are shared by a majority of theorganizations members
Subcultures Minicultures within an organization, typically defined by
department designations and geographical separation
Core Values
The primary or dominant values that are accepted throughoutthe organization
Strong Culture
A culture in which the core values are intensely held andwidely shared
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What Do Cultures Do?
Cultures Functions1. 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
5. Serves as a sense-making and control
mechanism for fitting employees in the
organization
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Culture as a Liability
Institutionalization A company can become institutionalized where it is valued
for itself and not for the goods and services it provides
Barrier to change
Occurs when cultures values are not aligned with the values
necessary for rapid change
Barrier to diversity
Strong cultures put considerable pressure on employees to
conform, which may lead to institutionalized bias
Barrier to acquisitions and mergers
Incompatible cultures can destroy an otherwise successful
merger
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How Culture Begins
Stems from the actions of the founders: Founders hire and keep only employees who think and feel
the same way they do.
Founders indoctrinate and socialize these employees to their
way of thinking and feeling.
The founders own behavior acts as a role model that
encourages employees to identify with them and thereby
internalize their beliefs, values, and assumptions.
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Stages in the Socialization Process
Prearrival
The period of learning prior to a new employee joining theorganization
Encounter
When the new employee sees what the organization is really likeand confronts the possibility that expectations and reality may
diverge Metamorphosis
When the new employee changes and adjusts to the work, workgroup, and organization
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Socialization Program Options
Choose the appropriate alternatives: Formal versus Informal
Individual versus Collective
Fixed versus Variable
Serial versus Random Investiture versus Divestiture
Socialization outcomes:
Higher productivity
Greater commitment Lower turnover
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16-7Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
Source: Based on J. Van Maanen, People Processing: Strategies of Organizational Socialization, Organizational Dynamics, Summer 1978, pp. 19
36; and E. H. Schein, Organizational Culture,American Psychologist, February 1990, p. 116.
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How Employees Learn Culture
Stories Anchor the present into the past and provide explanations
and legitimacy for current practices
Rituals
Repetitive sequences of activities that express and reinforce
the key values of the organization
Material Symbols
Acceptable attire, office size, opulence of the office
furnishings, and executive perks that convey to employees
who is important in the organization
Language
Jargon and special ways of expressing ones self to indicate
membership in the organization
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Creating an Ethical Organizational Culture
Characteristics of Organizations that Develop HighEthical 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 Rewarding ethical acts and punishing unethical ones
Providing protective mechanisms
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Spirituality and Organizational Culture
Workplace Spirituality
The recognition that people have
an inner life that nourishes and is
nourished by meaningful work
that takes place in the context of
the community
NOT about organized religious
practices
People seek to find meaning and
purpose in their work.
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Why Spirituality Now?
As a counterbalance to the pressures and stress of a turbulent
pace of life and the lack of community many people feel and
their increased need for involvement and connection.
Job demands have made the workplace dominant in many
peoples lives, yet they continue to question the meaning of
work. The desire to integrate personal life values with ones
professional life.
An increasing number of people are finding that the pursuit
of more material acquisitions leaves them unfulfilled.
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Characteristics of a Spiritual Organization
Concerned with helping people develop and reach their
full potential
Directly addresses problems created by work/life
conflicts
Four characteristics of spiritual organizations:
1. Strong sense of purpose
2. Trust and respect
3. Humanistic work practices
4. Toleration of employee expression
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Criticisms of Spirituality
What is the scientific foundation?
It is still pending: needs more research
Are spiritual organizations legitimatedo they have
the right to impose values on employees?
Spirituality is not about God or any religious values
It is an attempt to help employees find meaning and value in
their work
Are spirituality and profits compatible?
Initial evidence suggests that they are
Spirituality may result in greater productivity and
dramatically lower turnover
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Global Implications
Organization cultures, while strong, cant ignore local
culture
Managers should be more culturally sensitive by:
Adjusting speech to cultural norms
Listening more
Avoiding discussions of controversial topics
All global firms (not just U.S. firms) need to be more
culturally sensitive
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Culture as an Intervening Variable
Employees form an overall subjective perception of the
organization based on these objective factors:
The opinions formed affect employee performance and
satisfaction.
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E X H I B I T 16-6