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Business Leadership and Organizational BehaviorBusiness Leadership and Organizational Behavior
Organizational Culture
Craig W. Fontaine, Ph.D.
Organizational CultureOrganizational Culture
• An organization’s culture is a set of beliefs, values, and assumptions that an organization’s members share and use to guide their functioning
Organizational Culture (quotes)Organizational Culture (quotes)
• Shared view in existence long enough to be taken for granted by group members
• “Culture” is learned as a result of group experience and may be identified in a group or organization with a significant history
How Employees Learn CultureHow Employees Learn Culture
• Stories
• Rituals/Traditions
• Ceremonies
• Material Symbols
• Language
• Stories
• Rituals/Traditions
• Ceremonies
• Material Symbols
• Language
• Culture provides a sense of identity to members and increases their commitment to the organization
• Culture is a sense-making device for organization members
• Culture reinforces the values of the organization
• Culture serves as a control mechanism for shaping behavior
Functions of Organizational CultureFunctions of Organizational Culture
• Innovation
• People orientation
• Outcome orientation
• Easygoingness
• Detail Orientation
• Team Orientation
• Communication
• Training & development
• Rewards
• Decision making
• Risk-taking
• Management practices
Dimensions of Organizational CultureDimensions of Organizational Culture
Contrasting Organizational CulturesContrasting Organizational Cultures
Organization A Organization B
• Managers must fully document
all decisions.
• Creative decisions, change, and risks
are not encouraged.
• Extensive rules and regulations exist
for all employees.
• Productivity is valued over employee
morale.
• Employees are encouraged to stay
within their own department.
• Individual effort is encouraged.
• Management encourages and
rewards risk-taking and change.
• Employees are encouraged to
“ run with ” ideas, and failures are
treated as “ learning experiences.”
• Employees have few rules and
regulations to follow.
• Productivity is balanced with treating
its people right.
• Team members are encouraged to interact
with people at all levels and functions.
• Many rewards are team based.
• Support business strategy• Make staffing decisions• Set performance criteria• Guide style of interpersonal relationships• Select appropriate management style
Functions of Organizational CultureFunctions of Organizational Culture
Layers of Organizational CultureLayers of Organizational Culture
Artifacts of Organizational
Culture
Material SymbolsLanguage
RitualsStories
Organizational Culture
BeliefsValues
Assumptions
Artifacts – symbols of culture in the physical and social work environment
Espoused Values – what members of an organization say they value
Assumptions – deeply held beliefs that guide behavior and tell members of an organization how to perceive
and think about things
Enacted Values – reflected in the way individuals actually behave
Levels of Organizational CultureLevels of Organizational Culture
Reprinted with permission from Edgar H. Schein, Organizational Culture and Leadership: A Dynamic View. Copyright © 1985 Jossey-Bass Inc, a subsidiary of John Wiley & Sons, Inc.
Organizational Culture
Visible, often not decipherable
Greater levelof awareness
Taken for granted, Invisible, preconscious
Artifacts
Espoused Values
Assumptions
Enacted Values
© 2013 Cengage Learning
Variations in Organizational CultureVariations in Organizational Culture
Core Culture and Subcultures
Mini-cultures within an organization, typically defined by department designations and geographical separation.
Strong or Weak Culture
A culture in which the core values are intensely held and widely shared.
© 2013 Cengage Learning
• They are characterized by goal
Alignment
• They create a high level of motivation because of shared values by the members
• They provide control without the oppressive effects of bureaucracy
Strong Cultures Improve Performance because…Strong Cultures Improve Performance because…
Negative Aspects of Organizational CultureNegative Aspects of Organizational Culture
1. Barrier to change.
2. Barrier to diversity
3. Barrier to acquisitions and mergers
1. Barrier to change.
2. Barrier to diversity
3. Barrier to acquisitions and mergers
Founding Organizational CultureFounding Organizational Culture
• The founders’ own behavior often acts as a role model that encourages employees to identify with them and thereby internalize their beliefs, values, and assumptions.
• 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.
Maintaining Organizational CultureMaintaining Organizational Culture
• Selection• Concern with how well the candidates will fit
into the organization.• Provides information to candidates about the
organization.
• Top Management• Senior executives help establish behavioral
norms that are adopted by the organization.
• Socialization• The process that helps new employees adapt to
the organization’s culture.
A Socialization ModelA Socialization Model
Stages in the Socialization ProcessStages in the Socialization Process
Prearrival Stage
The period of learning in the socialization process that occurs before a new employee joins the organization.
Metamorphosis Stage
The stage in the socialization process in which a new employee changes and adjusts to the work, work group, and organization.
Encounter Stage
The stage in the socialization process in which a new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge.
How Organization Cultures FormHow Organization Cultures Form
How Organizational Cultures Have an Impact on Performance and Satisfaction
How Organizational Cultures Have an Impact on Performance and Satisfaction