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CHAPTER 11: ORGANIZATIONAL CULTURE - Coggle Diagram
CHAPTER 11: ORGANIZATIONAL CULTURE
Definition : The basic pattern of shared values and assumptions governing the way employees within an organization think about and act on problems and opportunities
Organizational Culture Profile / Dimensions
Outcome Orientation
Action-oriented, high expectations, results oriented
Attention to Detail
Precise, analytic
Respect for People
Fairness, tolerance
Team Orientation
Collaboration, people oriented
Stability
Predictability, security, rule-oriented
Aggressiveness
Competitive, low emphasis on social responsibility
Innovation
Experimenting, opportunity seeking, risk taking, few rules, low cautiousness
Organizational Subcultures
Subcultures
located throughout the organization according to divisions, geographic regions and occupational group.
Countercultures
Functions:
source of emerging values
provide surveillance and critique, ethics
Dominant culture
Most widely shared values and assumptions consistently by organization's members. It supported by senior management but it can also continuous until they desire for another culture.
Artifacts in Organizational Culture
Rituals
programmed routines
Ceremonies
planned activities for an audience
Organizational Language
words used to address people, describe customers
leaders use phrases and special vocabulary as cultural symbols
language also found in subcultures
Stories & Legends
social prescriptions of desired (undesired) behavior
most effective stories and legends
describe real people
assumed to be true
known throughout the organization
are prescriptive
provide a realistic human side to expectations
Physical structures/symbols
Building structure : may shape and reflect culture
office design conveys cultural meaning : furniture, office size, wall hangings
ORGANIZATIONAL CULTURE STRENGTH
Strong cultures exist when
values and assumptions are institutionalized through well-established artifacts
culture is long lasting - often traced back to founder
most employees understand/embrace the dominant values
Functions of Strong Corporate Cultures
Culture strength advantages depend on environment fit, not cult-like, adaptive culture
Functions
Social glue
Sense-making
Control system
Organizational Outcomes
organization performance
employee well-being
STRENGTHENING/CHANGING ORGANIZATIONAL CULTURE
Aligning Artifacts
artifacts keep culture in place
for example: building structure, communicating stories, transferring culture carriers
Introducing Culturally Consistent Rewards
rewards are powerful artifacts - reinforce culturally - consistent behavior
Actions of Founders/Leaders
organizational culture sometimes reflects the founder's personality
transformational leaders can reshape culture - organizational change practices
Attracting, Selecting, Socializing Employees
attraction-selection-attrition theory
socialization practices
ORGANIZATIONAL SOCIALIZATION
The process by which individuals learn the values, expected behaviors and social knowledge necessary to assume their roles in the organization
Learning Process : newcomers make sense of the organization's physical, social, and strategic/cultural dynamics
Adjustment Process : newcomers need to adapt to their new work environment: new work roles, new team norms, new corporate cultural values
Stages of Socialization
Encounter Stage
Newcomer
Testing expectations
Role Management
Insider
Changing roles and behavior
Resolving conflicts
Pre-Employment Stage
Gathering information
Forming psychological contract
Outsider