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1、Robbins & Judge Organizational Behavior 13th Edition,Chapter 17: Organizational CultureStudent Study Slideshow,Bob Stretch Southwestern College,17-0, 2009 Prentice-Hall Inc. All rights reserved.,Chapter Learning Objectives,After studying this chapter, you should be able to: Relate institutionalizati
2、on to organizational culture. Define organizational culture and describe its common characteristics. Compare the functional and dysfunctional effects of organizational culture on people and the organization. Explain the factors that create and sustain an organizations culture. Show how culture is tr
3、ansmitted to employees. Demonstrate how an ethical culture can be created. Describe a positive organizational culture. Identify characteristics of a spiritual culture. Show how national culture may affect the way organizational culture is transported to a different country.,17-1, 2009 Prentice-Hall
4、Inc. All rights reserved.,Organizational Culture,Institutionalization: A forerunner of culture When an organization takes on a life of its own, apart from any of its members, becomes valued for itself, and acquires immortality Organizational Culture A common perception held by the organizations memb
5、ers; a system of shared meaning Seven primary characteristics Innovation and risk taking Attention to detail Outcome orientation People orientation Team orientation Aggressiveness Stability Exhibit 17-1, 2009 Prentice-Hall Inc. All rights reserved.,17-2,Do Organizations Have Uniform Cultures?,Cultur
6、e is a descriptive term: it may act as a substitute for formalization Dominant Culture Expresses the core values that are shared by a majority of the organizations members Subcultures Minicultures within an organization, typically defined by department designations and geographical separation Core V
7、alues The primary or dominant values that are accepted throughout the organization Strong Culture A culture in which the core values are intensely held and widely shared, 2009 Prentice-Hall Inc. All rights reserved.,17-3,What Do Cultures Do?,Cultures Functions Defines the boundary between one organi
8、zation 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, 2009 Prentice-Hall Inc.
9、All rights reserved.,17-4,Culture as a Liability,Barrier to change Occurs when cultures values are not aligned with the values necessary for rapid change Barrier to diversity Strong cultures put considerable pressure on employees to conform, which may lead to institutionalized bias Barrier to acquis
10、itions and mergers Incompatible cultures can destroy an otherwise successful merger, 2009 Prentice-Hall Inc. All rights reserved.,17-5,How Culture Begins,Stems from the actions of the founders: Founders hire and keep only employees who think and feel the same way they do. Founders indoctrinate and s
11、ocialize 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., 2009 Prentice-Hall Inc. All rights reserved.,17-6,Keeping Culture Alive,Selec
12、tion Concerned 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 o
13、rganizations culture, 2009 Prentice-Hall Inc. All rights reserved.,17-7,Stages in the Socialization Process,Prearrival The period of learning prior to a new employee joining the organization Encounter When the new employee sees what the organization is really like and confronts the possibility that
14、expectations and reality may diverge Metamorphosis When the new employee changes and adjusts to the work, work group, and organizationExhibit 17-2, 2009 Prentice-Hall Inc. All rights reserved.,17-8,Socialization Program Options,Choose the appropriate alternatives: Formal versus Informal Individual v
15、ersus Collective Fixed versus Variable Serial versus Random Investiture versus Divestiture Socialization Outcomes: Higher productivity Greater commitment Lower turnover Exhibit 17-3, 2009 Prentice-Hall Inc. All rights reserved.,17-9,Summary: How Organizational Cultures Form,Organizational cultures a
16、re derived from the founder They are sustained through managerial actionExhibit 17-4, 2009 Prentice-Hall Inc. All rights reserved.,17-10,How Employees Learn Culture,Stories Anchor the present into the past and provide explanations and legitimacy for current practices Rituals Repetitive sequences of
17、activities that express and reinforce the key values of the organization Material Symbols Acceptable attire, office size, opulence of the office furnishings, and executive perks that convey to employees who is important in the organization Language Jargon and special ways of expressing ones self to indicate membership in the organization,
