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MGMT 371:

Organ izat ional Cultu re A pattern of basic assumptions that the

group learned as it solved its problems of

external adaptation and internalintegration, that has worked well enough

to be considered valid and, therefore, to

be taught to new members as the correctway to perceive, think and feel in relation

to those problems.

Edgar Schein, 1992

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Levels of

OrganizationalCulture

Artifactssymbols of

culture in the physical

and social work environment

ValuesEspoused: what members of

an organization say they valueEnacted: reflected in the way

individuals actually behave

Assumptionsdeeply heldbeliefs that guide behavior and tell

members of an organization how

to perceive and think about things

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Artifactssymbols of

culture in the physical

and social work environment

ValuesEspoused: what members of

an organization say they valueEnacted: reflected in the way

individuals actually behave

Assumptionsdeeply heldbeliefs that guide behavior and tell

members of an organization how

to perceive and think about things

Organizational ultureVisible, often not

decipherable

Greater level

of awareness

Taken for granted,Invisible, Preconscious

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Types of Artifacts

Personal Enactment

Ceremonies and Rites

Stories About the boss

About getting fired

About relocating

About promotions

About crisis situations About status considerations

Rituals

Symbols

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Functions of Organizational Culture

Culture provides a sense of identity to members

and increases their commitment to the

organization

Culture is a sense-making devicefor organization members

Culture reinforces the values

of the organization

Culture serves as a controlmechanism for shaping

behavior

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Understanding

Organizational CultureAntecedents

Founders values

Industry & business

environmentNational culture

Senior leadersvision and behavior

OrganizationalStructure &

Practices

Reward systems

Organizational

design

OrganizationalCulture

Observable artifacts

Espoused values

Basic assumptions

Group & SocialProcesses

Socialization

Mentoring

Decisionmaking

Groupdynamics

Communication

Influence &empowerment

LeadershipOrganizationalOutcomes

Effectiveness

Innovation &

stress

CollectiveAttitudes &Behavior

Work attitudes

Job satisfaction

Motivation

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Constructive Culture

High priority on constructive interpersonalrelationships, and focus on work groupsatisfaction

Affiliative

Participative, employeecentered, and supportiveHumanistic-encouraging

Value self-development andcreativity

Self-actualizing

Goal and achievement

oriented

Achievement

OrganizationalCharacteristics

Normative Beliefs

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Passive Defensive Culture

Negative reward system and Defensive avoidaccountability

Avoidance

Nonparticipative, centralized decisionmaking, and employees do what they aretold

Dependent

Conservative, bureaucratic,and people follow the rules

Conventional

Avoid conflict, strive to be

liked by others, andapproval oriented

Approval


Normative Beliefs

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Aggressive-Defensive Culture

Perfectionistic, persistent, and hard workingPerfectionistic

Winning is values and awin-lose approach is used

Competitive

Nonparticipative, takecharge of Defensivesubordinates, andresponsive to superiors

Power

Confrontation and

negativism rewardedOppositional


Normative Beliefs

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Organizational Culture Research

Suggests:1) Organizational culture correlated with employee

attitudes and behavior

2) Congruence between an individuals values and

the organizations values associated withorganizational commitment, job satisfaction,intentions to quit, and turnover

3) Organizational culture did not predict acompanys financial performance

4) Mergers frequently failed due to incompatiblecultures

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Theories on the relationship

between organizational culture

and performance

Strong Culture Perspective

Fit Perspective

Adaptive Perspective

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BECAUSE

They are characterized by goal

alignment

They create a high level of motivationbecause of shared values by the

members

They provide control without the

oppressive effects of bureaucracy

Strong Cultures Facilitate Performance

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Fit Perspective

a culture is good only if it fits the

industry or the firms strategy

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Three particular industry

characteristics affect culture:

1.Competitive environment2.Customer requirements

3.Societal expectations

Fit Perspective

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Adaptive Culture

an organizational culture that

encourages confidence and risk taking

among employees, has leadership that

produces change, and focuses on the

changing needs of customers

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Adaptive vs. Nonadaptive Cultures

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Most Important Elements

in Managing Culture

What leaders pay attention to

How leaders react to crises How leaders behave

How leaders allocate rewards

How leaders hire and fire individuals

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Organ izational Soc ial izat ion

Phase 1: Anticipatory

Phase 2: Encounter

Phase 3: Change and acquisition

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Organizational Socialization Process

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Organizational Socialization

Phases Perceptual andSocial Processes

1) Anticipatory

socialization learningthat occurs prior tojoining theorganization

Anticipating realities about

the organization and thenew job

Anticipating organizationsneeds for ones skills andabilities

Anticipating organizations

sensitivity to ones needsand values

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2) Encounter values,

skills, and attitudesstart to shift as newrecruit discoverswhat theorganization is trulylike

Managing lifestyle-versus-

work conflicts Managing intergroup role

conflicts

Seeking role definition andclarity

Becoming familiar with taskand group dynamics

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3) Change and

acquisition recruitmasters skills androles and adjusts towork groups valuesand norms

Competing role demands

are resolved Critical tasks are mastered

Group norms and values areinternalized

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Outcomes o f Soc ial izat ion

Newcomers who are successfully

socialized should exhibit:

Good performanceHigh job satisfaction

Intention to stay with organization

Low levels of distress symptoms

High level of organizational commitment

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How cu l tures are embedded in

organizat ions Formal/public statements

Physical Layout

Slogans, co. lingo Mentoring, modeling

Explicit rewards, promotion criteria

Stories, legends, myths

Processes and outcomes, measurement

Workflow and systems

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Mentor ing

Outcomes for Mentees

Outcomes for Mentors

Outcomes for Organizations

Maintaining the Culture

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Functions of Mentoring

Career Functions Sponsorship

Exposure-and-Visibility

Coaching

Protection Challenging

Assignments

PsychologicalFunctions Role Modeling

Acceptance-and-Confirmation

Counseling

Friendship

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Organizational Culture Inventory

Focuses on behaviors that help employees fitinto the organization and meet coworkerexpectations

Uses Maslows hierarchy ofneeds to measure twelvecultural styles

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Kilmann-Saxton Culture-Gap Survey

Focuses on what actually happens in theorganization and the expectations of others

Two underlying dimensionstechnical/human andtime.

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Intervent ions fo r Chang ing

Organizat ional Cultu re

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Quest ions on Cul ture

Can the organizational culture change?

How?

Where does the culture come from?1.

2.

3.

Does the culture look the same from the

top and from the bottom?

Documents

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