Organizational Culture Presentation Transcript:
When an organization takes on a life of its own, apart from any of its members, becomes valued for itself, and acquires immortality.
A common perception held by the organization’s members; a system of shared meaning.
3.Do Organizations Have Uniform Cultures?Dominant Culture
Expresses the core values that are shared by a majority of the organization’s members.
Minicultures within an organization, typically defined by department designations and geographical separation.
The primary or dominant values that are accepted throughout the organization.
A culture in which the core values are intensely held and widely shared.
5.Culture Versus Formalization
A strong culture increases behavioral consistency and can act as a substitute for formalization.
Organizational Culture Versus National Culture
National culture has a greater impact on employees than does their organization’s culture.
Nationals selected to work for foreign companies may be atypical of the local/native population.
6.What Do Cultures Do?
Defines the boundary between one organization and others.
Conveys a sense of identity for its members.
Facilitates the generation of commitment to something larger than self-interest.
Enhances the stability of the social system.
Serves as a sense-making and control mechanism for fitting employees in the organization.
7.Culture as a Liability:
Barrier to change.
Barrier to diversity
Barrier to acquisitions and mergers
8.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.
The founders’ own behavior acts as a role model that encourages employees to identify with them and thereby internalize their beliefs, values, and assumptions.
Concern with how well the candidates will fit into the organization.
Provides information to candidates about the organization.
Senior executives help establish behavioral norms that are adopted by the organization.
The process that helps new employees adapt to the organization’s culture.
The period of learning in the socialization process that occurs before a new employee joins the organization.
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.
The stage in the socialization process in which a new employee changes and adjusts to the work, work group, and organization.
12.Characteristics of Organizations that Develop High Ethical Standards
High tolerance for risk
Low to moderate in aggressiveness
Focus on means as well as outcomes
Managerial Practices Promoting an Ethical Culture
Being a visible role model.
Communicating ethical expectations.
Providing ethical training.
Rewarding ethical acts and punishing unethical ones.
Providing protective mechanisms.
13.Key Variables Shaping Customer-Responsive Cultures
The types of employees hired by the organization.
Low formalization: the freedom to meet customer service requirements.
Empowering employees with decision-making discretion to please the customer.
Good listening skills to understand customer messages.
Role clarity that allows service employees to act as “boundary spanners.”
Employees who engage in organizational citizenship behaviors.
14.Managerial Actions :
Select new employees with personality and attitudes consistent with high service orientation.
Train and socialize current employees to be more customer focused.
Change organizational structure to give employees more control.
Empower employees to make decision about their jobs.
15.Managerial Actions (cont’d) :
Lead by conveying a customer-focused vision and demonstrating commitment to customers.
Conduct performance appraisals based on customer-focused employee behaviors.
Provide ongoing recognition for employees who make special efforts to please customers.