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1、Chap. 17 Organization Culture,14.1 What is Organization Culture,1. Instituationalization:A forerunner,When an organization takes on a life of its own,apart from any of its members,each has a unique feeling & character beyond its Structural characteristics. The role playing in the lives of its member
2、s.,2.A Definition,A common perception held by the organizations members; a system of shared meaning. primary characteristics: exists on a continuum from low to high,give a composite picture 1)innovation & risk taking 2)attention to detail 3)outcome orientation 4)people orientation 5)team orientation
3、 6)aggressiveness 7)stability distinction between culture & job satisfaction: descriptive term perceived, evaluative,3. Cultural Typologies identified 4 cultural “types”,Academy:a place for steady climbers to master each job they hold. recruiting young graduates, special training,steering through a
4、myriad with a particular function club:place a high value on fitting in, commitment, loyalty. baseball team:entrepreneurially oriented haven for risk taker & innovators fortress:preoccupied with survival. Fell on hard times & seeking to reverse its sagging fortunes cant be neatly categorized into on
5、e because they have a blend of - or are in transition. Personality-culture match,4. Subculture,All sorts of ideologies shared by a few, many, all Organizational members Dominant culture:expresses the core values that are shared by a majority of the - members. Macro view giving an -s distinction pers
6、onality,uniform interpretation of the appropriate behavior core values:the primary or dominant values that are accepted throughout the organization Subculture:minicultures within an -,typically defined by department designations & geographical separation core values + additional values,5.Strong Cult
7、ures & Formalization,Strong Cultures:cultures where the core values are intensely held & widely shared the more members accepting,the greater their commitment to,the strong the value is. Low turnover have a great influence on the behavior of its members because the high degree of sharedness & intens
8、ity creates an internal climate of high behavioral control substitute for formalization: 2 different roads to a common destination. Formal rules & regulations will be internalized in employees when they accepted the - culture. Achieves the same end-increases behavioral consistency without the need f
9、or written documentation,6. Organization vs. National Culture,Societal culture applied at the -al level. The strength of the -al cultures effect on the behavior of - depends on the strength of the - culture national culture has a great impact on employees than does their -s culture Geert Hofstede cr
10、oss-culture comparison Individualism & Collectivism, Power distance, Uncertainty avoid, Quantity or Quality of life,The Kluckhohn-Strodbeck Framework,Relationship to its environment-subjugate,harmony,dominate; Time orientation-past,present,future; Nature of human-dominant motive:good,evil,mixed; Act
11、ivity orientation-doing,being,control; Focus of responsibility-individualistic,group,hierarchical; Conception of space-private,mixed,public The nature of reality and truth; The nature of human relationship-Intercourse way, Competitive or Cooperative, High organized or autonomous, Participate D-M; Ho
12、mogeneity vs. diversity,Chap. 17 Organization Culture,14.2 What does Culture do,1.Cultures Functions,A boundary-defining role-create distinction Conveys a sense of identity for -al member facilitate the generation of commitment to sth. Larger than ones individual self-interest enhance social system
13、stability increasingly important in the 1990s,2.Culture as a liability potentially dysfunctional aspects of culture,Barrier to change:for many -s with strong culture, practices that led to previous successes can lead to failure when those practices no longer match up well with environmental needs. B
14、arrier to diversity:strong culture can be liabilities when they effectively eliminate those unique strengths that people of different backgrounds bring to the -. Barrier to MIn recent years,culture compatibility has become the primary concern.,Chap. 17 Organization Culture,14.3 Creating & Sustaining
15、 Culture,1.How a Culture Begins,Largely due to what it has done before unconstrained by previous customs or ideologies the small size further facilitates the founders imposition of their vision on all employees,2.Keeping a Culture Alive,Selection in recruitment: identify who can perform the job well,the final decision about hiring is up to whose value is essentially consistent with the -. top management-the actions of - set up models of norms that filter down through -. socialization:the process that adapts employees to the organizations culture.
