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Organizational CultureOrganizational Culture
Dr. Salma Chad
BBA 200
Organizational CultureOrganizational Culture
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McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-3
IntroductionNational culture: the sum total
of the beliefs, rituals, rules, customs, artifacts, and institutions that characterize the population
National culture: the sum total of the beliefs, rituals, rules, customs, artifacts, and institutions that characterize the population
A nation’s culture and sub-cultures effect how organizational transactions are conducted
Learning to operate in a world influenced by national culture is becoming a requirement for effective management
A nation’s culture and sub-cultures effect how organizational transactions are conducted
Learning to operate in a world influenced by national culture is becoming a requirement for effective management
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-4Organizational Culture and Society’s Values
(1 of 2)
Values – the conscious, affective desires or wants of people that guide their behavior
Organizations are able to operate efficiently only when shared values exist among the employees An individual’s personal values guide
behavior on and off the job
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-5Organizational Culture and Society’s Values
(2 of 2)
Values are a society’s ideas about what is right or wrong
Values are passed from one generation to the next
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-6Hofstede’s Four Value
Dimensions(1 of 2)
Dimension Description
Power Distance The level of acceptance by a society of the unequal distribution of power in organizationsIn higher power distance cultures, employees acknowledge the boss’s authority and follow the chain of commandThe result is a more centralized authority and structure
Uncertainty Avoidance
The extent to which people in a society feel threatened by ambiguous situationsCountries with a high level of uncertainty avoidance tend to have specific rules, laws, and procedures
Managers in these countries tend towards low-risk decision-makingEmployees exhibit little aggressiveness
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-7
Hofstede’s Four Value Dimensions
(2 of 2)
Dimension Description
Individualism The tendency of people to fend for themselves and their familyIn countries that value individualism, individual initiative and achievement are highly valued and the relationship of the individual with organizations is one of independence
Masculinity The extent to which assertiveness and materialism is valuedIn highly masculine societies, there is considerable job stress and conflict between job and family roles
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-8
Cultural Values (1 of 4)
Region / Country
Individualism-Collectivism
Power Distance
Uncertainty Avoidance
Masculinity-Femininity
Other Dimensions
North America(USA)
Individualism Low Medium Masculine
Japan Collectivism High and Low
High Masculine and Feminine
Amae (mutual dependence)
China Collectivism Low Low Masculine and Feminine
Emphasis on tradition, Marxism, Leninism, and Mao Zedong thought
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-9
Cultural Values (2 of 4)
Region / Country
Individualism-Collectivism
Power Distance
Uncertainty Avoidance
Masculinity-Femininity
Other Dimensions
Europe: Anglo Germanic West Slavic West Urgic Near Eastern Balkanic
Nordic
Individualism
Medium individualism
Collectivism
Medium/high individualism
Low/medium
Low
High
Low
Low/medium
Medium/high
High
Low/medium
Masculine
Medium/high masculine
Medium masculine
Feminine
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-10
Cultural Values (3 of 4)
Region / Country
Individualism-Collectivism
Power Distance
Uncertainty Avoidance
Masculinity-Femininity
Other Dimensions
Europe: (cont’d) Latin Europe
East Slavic
Individualism
Medium/high individualism
Collectivism
Low/medium
High
Low
Low/medium
High
Medium
Masculine
Medium masculine
Masculine
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-11
Cultural Values (4 of 4)
Region / Country
Individualism-Collectivism
Power Distance
Uncertainty Avoidance
Masculinity-Femininity
Other Dimensions
Africa Collectivism High High Feminine Colonial traditions; tribal customs
Latin America Collectivism High High Masculine Extroverted; prefer orderly customs and procedures
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-12
A society’s values have an A society’s values have an impact on organizational values impact on organizational values because of the interactive because of the interactive nature of work, leisure, family, nature of work, leisure, family, and community.and community.
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-13
Organizational Organizational culture –culture – what the what the employees perceive employees perceive and how this and how this perception creates a perception creates a pattern of beliefs, pattern of beliefs, values, and values, and expectations.expectations.
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-14
Edgar Schein’s Definition of Culture:
A pattern of basic assumptions – invented, discovered, or developed by a given group as it learns to cope with the problems of external adaptation and internal integration – that has worked well enough to be considered valid and, therefore, to be taught new members as the correct way to perceive, think, and feel in relation to those problems.
A pattern of basic assumptions – invented, discovered, or developed by a given group as it learns to cope with the problems of external adaptation and internal integration – that has worked well enough to be considered valid and, therefore, to be taught new members as the correct way to perceive, think, and feel in relation to those problems.
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-15
Schein’s Three-Layer Schein’s Three-Layer Organizational Organizational Culture ModelCulture Model
Layer III: Basic AssumptionsLayer III: Basic Assumptions
Layer II: ValuesLayer II: Values
Layer I: Artifacts & CreationsLayer I: Artifacts & CreationsExamples of cultural attributesExamples of cultural attributes DocumentsDocuments Physical layoutsPhysical layouts FurnishingsFurnishings LanguageLanguage JargonJargon Work ethic and practiceWork ethic and practice Fair day’s work for a fair day’s payFair day’s work for a fair day’s pay LoyaltyLoyalty CommitmentCommitment Helping othersHelping others Performance leads to rewardsPerformance leads to rewards Management equityManagement equity Competency countsCompetency counts
Visible but often not Visible but often not understandableunderstandable
Greater level of awarenessGreater level of awareness
Taken for granted, invisible, Taken for granted, invisible, preconsciouspreconscious Relationship to environmentRelationship to environment
Nature of reality, time, & spaceNature of reality, time, & space Nature of human natureNature of human nature Nature of human activityNature of human activity Nature of human relationsNature of human relations
Testable in the physical Testable in the physical environmentenvironment
Testable only by social Testable only by social consensusconsensus
TechnologyTechnology
ArtArt
Visible and audible behavior Visible and audible behavior patternspatterns
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-16
Organizational Culture and Its Effects
Strong Culture Weak Culture
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-17
HH
OO
MM
EE
MethodsMethods Intervening ConditionsIntervening Conditions OutcomeOutcome
The Evolution of a Positive The Evolution of a Positive CultureCulture
Cohesive Cohesive organizational organizational cultureculture
Develop a Develop a sense of sense of historyhistory
Create a Create a sense of sense of onenessoneness
Promote a Promote a sense of sense of membershipmembership
Increase Increase exchangeexchange among among membersmembers
Elaborate on historyElaborate on history
Communications about and by Communications about and by “heroes” and others“heroes” and others
Leadership and role modelingLeadership and role modeling
Communicating norms and valuesCommunicating norms and values
Reward systemsReward systemsCareer management and job securityCareer management and job securityRecruiting and staffingRecruiting and staffingSocialization of new staff membersSocialization of new staff membersTraining and developmentTraining and development
Member contactMember contactParticipative decision makingParticipative decision makingInter-group coordinationInter-group coordinationPersonal exchangePersonal exchange
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-18Three Views on Influencing Cultural Change: (1 of 2)
1. Cultures are so elusive and hidden that they cannot be adequately diagnosed, managed, or changed
2. Because it takes difficult techniques, rare skills, and considerable time to understand a culture and then additional time to change it, deliberate attempts at culture change are not really practical
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-19Three Views on Influencing Cultural Change: (2 of 2)
3. People will naturally resist change to a new culture
Cultures sustain people through periods of difficulty and serve to ward off anxiety
Cultures provide continuity and stability
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-20
Changing Culture Intervention Points
Hiring and Hiring and socialization of socialization of members who fit members who fit in with the in with the cultureculture
CultureCulture Removal of Removal of members who members who deviate from deviate from the culturethe culture
Cultural Cultural communicationscommunications
Justifications of Justifications of behaviorbehavior
BehaviorBehavior33
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44 55
Managers seeking to create culture Managers seeking to create culture change must intervene at these change must intervene at these points.points.
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-21
Socialization and Culture
Socialization –Socialization – the the process by which process by which organizations bring new organizations bring new employees into the employees into the culture.culture.
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-22The Process of Organizational Socialization
Careful selection of Careful selection of entry-level candidatesentry-level candidatesCareful selection of Careful selection of entry-level candidatesentry-level candidates
StartStart DeselectDeselectDeselectDeselect
Humility-inducing experiences Humility-inducing experiences promote openness toward promote openness toward accepting organizational norms accepting organizational norms and valuesand values
Humility-inducing experiences Humility-inducing experiences promote openness toward promote openness toward accepting organizational norms accepting organizational norms and valuesand values
Teaches the new entrant that Teaches the new entrant that he/she doesn’t know everything he/she doesn’t know everything about the job or companyabout the job or company
In-the-trenches training leads to In-the-trenches training leads to mastery of a core disciplinemastery of a core disciplineIn-the-trenches training leads to In-the-trenches training leads to mastery of a core disciplinemastery of a core discipline
Extensive and reinforced on-the-Extensive and reinforced on-the-job experiencejob experience
Rewards and control Rewards and control systems are meticulously systems are meticulously refined to reinforce behavior refined to reinforce behavior that is deemed pivotal to that is deemed pivotal to success in the marketplacesuccess in the marketplace
Rewards and control Rewards and control systems are meticulously systems are meticulously refined to reinforce behavior refined to reinforce behavior that is deemed pivotal to that is deemed pivotal to success in the marketplacesuccess in the marketplace
Adherence to values Adherence to values enables the enables the reconciliation of reconciliation of personal sacrificespersonal sacrifices
Adherence to values Adherence to values enables the enables the reconciliation of reconciliation of personal sacrificespersonal sacrifices
Reinforcing folkloreReinforcing folkloreReinforcing folkloreReinforcing folklore
Keeping alive stories Keeping alive stories that validate the that validate the organization’s cultureorganization’s culture
Consistent role modelsConsistent role modelsConsistent role modelsConsistent role models
Reward and recognize Reward and recognize individuals who have individuals who have done the job welldone the job well
11
22
33
4455
66
77
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-23
Socialization Stages
Anticipatory Anticipatory SocializationSocialization
AccommodationAccommodation
Role ManagementRole Management
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-24A Checklist of Effective Socialization Practices
(1 of 2)
Anticipatory socializationRecruitment using realistic job previewsSelection and placement using realistic career
pathsRole management socialization
Provision of professional counselingAdaptive and flexible work assignmentsSincere person-oriented managers
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-25A Checklist of Effective Socialization Practices
(2 of 2)
Accommodation socializationTailor-made and individualized orientation
programsSocial as well as technical skills trainingSupportive and accurate feedbackChallenging work assignmentsDemanding but fair supervisors
Let’s recapitulateLet’s recapitulate
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-27
RECAP 1Organizational Culture
A nation’s culture and subculture affect how transactions are conducted (e.g. marketing, hiring practices, reward programs, supervisor-employee interactions, use of technology)
Learning to operate in a world influenced by national culture differences is becoming a mandatory requirement for effective management. It is important for managers to understand both the national culture and various organizational culture characteristics.
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-28
RECAP 2Culture and societal value
Organizations are able to operate efficiently only when shared values exist among the employees.
‘The guidelines and beliefs that a personUses when confronted with a situation
in which a choice must be made’
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-29
RECAP 3Hofstede provided one useful framework for
understanding the importance of values in organizational behaviour. He proposed 4 value dimensions:
1. Power Distance2. Uncertainty avoidance3. Individualism 4. Masculinity
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-30
RECAP 4
Organizational culture, or corporate culture, comprises the attitudes, experiences, beliefs and values of an organization.
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-31
RECAP 5Organizational culture and its effects:
Since organizational culture involves shared expectations, values, and attitudes, it exerts influence on individuals groups, and organizational processes.
It is useful to differentiate between strong and weak cultures.
Moving on…Moving on…
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-33
Mentor –Mentor – a friend, coach, a friend, coach, advisor or sponsor who advisor or sponsor who supports, encourages, and supports, encourages, and helps a less experienced helps a less experienced protégé.protégé.
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-34
Mentoring Guidelines (1 of 2)
1. Do not dictate mentoring relationships, but encourage leaders/managers to serve a mentors
2. Train mentors in how to be effective in mentoring others3. Include in the firm’s newsletter or in other forms of mass
communication (print and electronic) an occasional story of mentoring as reported by a current top-level executive
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-35
Mentoring Guidelines (2 of 2)
4. Inform employees about the benefits and difficulties of mentor relationships with individuals of different race and gender
5. Make sure there is diversity among the mentors
6. All mentors should be trained in dealing with diversity
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-36
Cultural Diversity
Diversity –Diversity – the vast array of physical and the vast array of physical and cultural differences that constitute the cultural differences that constitute the variety of human differences.variety of human differences.
The managerial challenge will be to The managerial challenge will be to identify ways to integrate the increasing identify ways to integrate the increasing number and mix of people from diverse number and mix of people from diverse national cultures into the workplace.national cultures into the workplace.
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-37
Workforce diversity issues for managers to consider: (1 of 2)
Coping with employees’ unfamiliarity with the English language
Increased training for service jobs that require verbal skills
Cultural (national) awareness training for the current workforce
Learning which rewards are valued by different ethnic groups
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-38
Workforce diversity issues for managers to consider: (2 of 2)
Developing career development programs that fit the skills, needs, and values of the ethnic group
Rewarding managers for effectively recruiting, hiring, and integrating a diverse workforce
Focusing not only on ethnic diversity, but also learning more about the diversities of age, gender, and workers with disabilities
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-39
Spirituality and CultureSpirituality – employees have a personal
or inner life that nourishes and is nourished by performing relevant, meaningful, and challenging workWorkplace spirituality is not the same as
religionSpirituality is a path, is personal and private,
contains elements of many religions, and points to a person’s self-inquiry
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-40
Research on spirituality and work dimensions indicates:Employees who are more spiritually
involved achieve better resultsSpirituality encourages:
trustwork/life balanceempathy and compassion about othersthe value of human assetsthe full development and self-actualization of peopleethical behavior
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-41People management - Organization charts &
hierarchy
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-42People management - Organization charts &
hierarchy
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
2-43
Hierarchical Organisations
Advantages of Hierarchical Organisations
Disadvantages of Hierarchical Organisations
Authority, responsibility and promotion path are clearly defined
The organization can be bureaucratic and respond slowly to changing customer needs and the market within which the organization operates.
There are specialists managers and the hierarchical environment encourages the effective use of specialist managers.
Communication across various sections can be poor especially horizontal communication.
Employees very loyal to their department within the organisation.
Departments can make decisions which benefit them rather than the business as a whole especially if there is Inter-departmental rivalry.
QuestionsQuestions
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