04/19/2023METU IE 303 FALL 2012 rev 5 1

Organizational Culture

Teams & Groups

04/19/2023METU IE 303 FALL 2012 rev 5 2

Learning Objectives

Organizational culture what is it? Group dynamics and development Difference between groups and

teams How to organize effective teams Common barriers to team

effectiveness

04/19/2023METU IE 303 FALL 2012 rev 5 3

THE PRINCIPAL COMPETITIVE ADVANTAGE OF SUCCESSFUL ORGANIZATIONS IS THEIR CULTURE.

04/19/2023METU IE 303 FALL 2012 rev 5 4

WHAT IS ORGANİZATİONAL CULTURE

The set of shared values, that influences the way employees

think,feel,and behave toward each other and toward people outside the

organization.

04/19/2023METU IE 303 FALL 2012 rev 5 5

WHAT IS ORGANİZATİONAL CULTURE

Organizational culture comprises the attitudes, experiences, beliefs, and values

of the organization, acquired through social learning, that control the way

individuals and groups in the organization interact with one another and with parties

outside it.

04/19/2023METU IE 303 FALL 2012 rev 5 6

What Is Organizational Culture Organizational culture is basically a system of shared beliefs that members

of the organization have, which determines how members in an

organization act when confronted with decision-making responsibilities.

04/19/2023METU IE 303 FALL 2012 rev 5 7

04/19/2023METU IE 303 FALL 2012 rev 5 9

Organizational Culture ComesFrom

Organizational Culture

Characteristics of people within the

organization

The nature of the

employment relationship

Design of organizational

structure

Organizational ethics

04/19/2023METU IE 303 FALL 2012 rev 5 11

FUNCTIONS OF ORGANIZATIONAL CULTURE

Behavioral control Encourages stability Provides source of identity

04/19/2023METU IE 303 FALL 2012 rev 5 12

Draw backs of culture

Barrier to change and improvement Barrier to diversity Barrier to cross departmental and cross

organizational cooperation Barrier to mergers and acquisitions

04/19/2023METU IE 303 FALL 2012 rev 5 13

Increasing Importance of Organizational Culture

04/19/2023METU IE 303 FALL 2012 rev 5 14

Organizational Culture and Leadership

04/19/2023METU IE 303 FALL 2012 rev 5 15

EFFECTS OF ORGANIZATIONAL CULTURE

Southwest Airlines (21,775% ROI, Wal-Mart (19,807% ROI), Tyson Foods (18,118% ROI), Circuit City (16,410% ROI), Plenum Publishing (15,689% ROI), These winners have strong leadership

that promotes unique strategies and a strong culture to help them realize these strategies.

04/19/2023METU IE 303 FALL 2012 rev 5 16

CRITICAL INSTRUMENTAL MECHANISMS FOR CHANGING AND MANAGING CULTURE INCLUDE

1. Strategic planning and the identification of necessarily cultural requisites

2.  Ensuring consistency of culture with mission, goals, strategies, structures and processes

3.  Creating formal statements of organizational philosophy and values

4.  Establishing consistent incentives, recognition systems, and performance measurement

5. Maintaining appropriate error-detection and accountability systems

6. Coaching, mentoring, informal and formal training, and identifying role models

7.  Embracing appropriate rites, rituals, symbols, and narratives

8. Taking advantage of the growth of subcultures 9.  Managing and promoting strong communities of

practice

04/19/2023METU IE 303 FALL 2012 rev 5 17

EMERGING CULTURAL MANDATES

Schein (1992) notes several requisites for organizational success that organizational culture must now take into account: › ♦  The organization must be proactive, not just reactive. › ♦  The organization must influence and manage the

environment, not just adapt. › ♦  The organization must be pragmatic, not idealistic. › ♦  The organization must be future-oriented, not

predominantly present/past oriented. › ♦  The organization must embrace diversity, not uniformity. › ♦  The organization must be relationship-oriented, not just

task-oriented. › ♦  The organization must embrace external connectivity, as

well as promote internal integration.

04/19/2023METU IE 303 FALL 2012 rev 5 18

CULTURAL CHANGE

Entire Organizational Culture Revolutionary and comprehensive Efforts that are gradual and incremental

Subculture Efforts confined to radically change

specific subcultures or cultural components of the overall differentiated culture.

04/19/2023METU IE 303 FALL 2012 rev 5 19

ENSURE THAT

EMPLOYEES ARE READY

FOR CHANGE

EXECUTE THE

INTENDED CHANGE

ENSURE THAT THE CHANGE

BECOMES PERMANENT

UNFREEZE

CHANGE

REFREEZE

CULTURAL CHANGE

04/19/2023METU IE 303 FALL 2012 rev 5 20

ONE CULTURE OR MANY?

a visionary company almost religiously preserves its core ideology — changing it seldom, if ever. Core values ... form a rock-solid foundation and do not drift

with the trends and fashions of the day.

04/19/2023METU IE 303 FALL 2012 rev 5 22

Creating an Ethical Culture

Promote Moral Values

Design Organizational Structure to Rule Ethics

Fair and Equitable HR Procedures

Allow Access to Upper Level Managment

Create Strong Board of Directors

04/19/2023METU IE 303 FALL 2012 rev 5 23

MANAGINGGROUPS & TEAMS

04/19/2023METU IE 303 FALL 2012 rev 5 24

GROUPS & TEAMS IN THE

P-O-L-C COMPONENTSPlanning Organizing Leading Controlling

Vision & Mission

Organization Design

Leadership Systems/Processes

Strategizing Culture Decision Making Strategic Human R.

Goals & Objectives

Social Networks

Communications

Groups/Teams Motivations

Strategy Formulation

Strategy Implementation

StrategyStrategic Planning

StrategicManagement

04/19/2023METU IE 303 FALL 2012 rev 5 25

GROUP VS. TEAM

• A group is usually composed of 2-4 members that work interdependently with each other to a significant degree. They are committed to work together and willing to be handled by a leader.

• A team is considered to work interdependently and is committed to achieve one common goal. They are usually composed of 7-12 members and are helping each other to develop new skills to which it can help improve their performance.

04/19/2023METU IE 303 FALL 2012 rev 5 26 6

THE FIVE STAGES OF GROUP DEVELOPMENT

Members getto know each

other andseek to

establish ground rules

Memberscome to resist

control bygroup leaders

and showhostility

Memberswork together,

developingclose relation-

ships andfeelings of

camaraderie

Groupmembers

work towardgetting their

jobs done

Groups maydisband, eitherafter meetingtheir goals orbecause mem-

bers leave

Stage 1Forming

Stage 2Storming

Stage 3Norming

Stage 4Performing

Stage 5Adjourning

04/19/2023METU IE 303 FALL 2012 rev 5 27

SOCIAL LOAFING

The tendency for group members to exert less individual effort on an additive task as the size of the group increases.

04/19/2023METU IE 303 FALL 2012 rev 5 28 13

SOCIAL LOAFING: ITS GENERAL FORM

(high)

(low)Am

ou

nt

of

Eff

ort

Exert

ed

by E

ach

In

div

idu

al

People Working Together in Groups

On PersonWorkingAlone

Small groups Large groups

The more people working ona group task, the smaller the

contribution made by any onemember of the group will be.

04/19/2023METU IE 303 FALL 2012 rev 5 29

THE TEAM CONCEPT

TEAM

ogether

veryone

ccomplishes

ore

04/19/2023METU IE 303 FALL 2012 rev 5 30

FOUNDATIONS OF TEAMWORK

TEAMWORK

COMMITMENT

LOVE

TRUST

04/19/2023METU IE 303 FALL 2012 rev 5 31

ORGANIZING EFFECTIVE TEAMS

Establish Team Norms…to be late to the meeting?critisize someone else’s work

Establish Team Contracts..team values, goalteam roles, team decesion making,team communication

04/19/2023METU IE 303 FALL 2012 rev 5 32

ORGANIZING EFFECTIVE TEAMS

Team Meetings..

Before...meeting needed? create and distribute agenda.Send reminder..

During…Start ontime,follow the agenda,manage the group dynamics,summarize the meeting with action items,end the meeting on time After…Follow up action items

04/19/2023METU IE 303 FALL 2012 rev 5 33

BARRIERS TO EFFECTIVE TEAMS

Challenges of knowing where to begin Go back to your team mission Dominating team members Design a team evaluation and a balance of

participation Poor performance of some team members Motivate or reject Poorly managed team conflict Is good to have discussions if excessive let the

involved ones to discuss separately.

04/19/2023METU IE 303 FALL 2012 rev 5 34

SUCCESSFUL TEAMS

1. Have basic trust among members2. Have open & frequent

communications3. Focus on the team’s goal4. Are willing to depend on others5. Are willing to be influenced by others6. Are able to get consensus on

decisions

04/19/2023METU IE 303 FALL 2012 rev 5 35

DEVELOPING TEAMS THROUGH TEAM “ADVENTURES”

1. Novelty of the situation makes people “ready to learn”.

2. Physical challenges & threats increase the retention of learning.

3. Can create high degree of interdependency, which makes cooperation at work easier.

4. Non-work interaction causes greater familiarity, and more trust.