15-1

Organizational Culture

15-2

Organizational culture

• Set of key characteristics that the organization values that distinguishes the organization from other organizations

15-3

Characteristics of Organizational Culture

1. Innovation and risk taking

2. Attention to detail

3. Outcome orientation

4. People orientation

5. Team orientation

6. Aggressiveness

7. Stability

15-4

Culture is a Descriptive Term

Organizational culture is concerned with how employees perceive the seven characteristics of an organization’s culture, not whether or not they like them

15-5

Do Organizations Have Uniform Cultures?

• A dominant culture expresses the core values that are shared by a majority of the organization’s members

• Subcultures tend to develop in large organizations to reflect common problems, situations, or experiences that members face

• Core values-основные ценности• Dominant-доминирующий• Tend-тенденция• Reflect-размышлять

15-6

Strong vs. Weak Cultures

• In a strong culture, the organization’s core values are both intensely held and widely shared

• Strong cultures will: Have great influence on the

behavior of its members Result in lower employee

turnover Intensely held-сильно

проведенный Turnover-товарооборот

15-7

Organizational Culture vs. National Culture

• National culture has a greater impact on employees than does their organization’s culture

• Expect that organizations hire employees who are a good fit with the organization’s dominant culture even though they may not fit the national culture

• Fit-пригодный• Hire-наём

15-8

Culture’s Functions• Boundary-defining role• Conveys a sense of identity • Facilitates the generation of commitment • Enhances social system stability• Sense-making and control mechanism• Boundary-defining role -Граница определяющая роль• Conveys a sense of identity-Передавать чувство

идентичности

15-9

Culture as a Liability • Shared values do not agree with organization’s

effectiveness• Dilemma of hiring a diverse workforce but

wanting people to fit into a single culture• Cultural incompatibility in mergers and

acquisitions• Shared values-разделенные ценности• Diverse workforce-Разнооб-• разная рабочая сила• Incompatibility-несовместимость• Merger-слияние компании• Acquisitions-приобретения

15-10

How a Culture Begins

• Ultimate source of an organization’s culture is its founders

• Culture is created in three ways: Founders hire and keep those who think and feel the

same way they do They indoctrinate and socialize these employees to

their way of thinking and feeling Their behavior acts as a role model encouraging

employees to identify with them Indoctrinate-ознакомить encouraging-ободрить

15-11

How Organization Cultures Form

15-12

How Employees Learn Culture

• Stories

• Rituals

• Material Symbols

• Language

15-13

Managing Cultural Change

• Cultural change is most likely to take when the following conditions exist: Dramatic crisis exists or is created Turnover in leadership Young and small organization Weak culture

15-14

Creating an EthicalOrganizational Culture

• Be a visible role model

• Communicate ethical expectations

• Provide ethical training

• Visibly reward ethical acts and punish unethical ones

• Provide protective mechanisms

15-15

Managerial Action to Make Culture More Customer Responsive

• Selection

• Training

• Structural design

• Empowerment

• Leadership

• Performance evaluation

• Reward systems

15-16

Implications for Managers

• Create the culture you want when the organization is small

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