Please enable JavaScript.
Coggle requires JavaScript to display documents.
CHAPTER 12: ORGANIZATIONAL CULTURE - Coggle Diagram
CHAPTER 12: ORGANIZATIONAL CULTURE
Re-aligning Dell’s Organizational Culture
Dell’s “winning” culture, which emphasized cost efficiency and competitiveness, became more of a liability as the market moved toward a preference for style and innovation.
Organizational Culture Defined
The basic pattern of shared values and assumptions governing the way employees within an organization think about and act on problems and opportunities.
Organizational Subcultures
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.
Subcultures
Located throughout the organization according to divisions, geographic regions and occupational group
Can enhance or oppose (countercultures) firm’s dominant culture
Two functions of countercultures
provide surveillance and critique, ethics
source of emerging values
Artifacts in Organizational Culture
Artifacts: Stories and Legends
Social prescriptions of desired (undesired) behavior
Provides a realistic human side to expectations
Most effective stories and legends:
Describe real people
Assumed to be true
Known throughout the organization
Are prescriptive
Artifacts: Rituals and Ceremonies
RITUALS
programmed routines
(eg., how visitors are greeted)
CEREMONIES:
- planned activities for an audience
(eg., award ceremonies)
Artifacts: Organizational Language
Words used to address people, describe customers, etc.
Leaders use phrases and special vocabulary as cultural symbols
Language also found in subcultures.
Artifacts: Physical Structures/Symbols
Building structure -- may shape and reflect culture
Office design conveys cultural meaning
Furniture, office size, wall hangings
Changing/Strengthening Organizational Culture
Actions of Founders/Leaders
Org culture sometimes reflects the founder’s personality
Transformational Leaders can reshape culture -- organizational change practices
Aligning Artifacts
Artifacts keep culture in place
e.g., building structure, communicating stories, transferring culture carriers
Introducing Culturally Consistent Rewards
Rewards are powerful artifacts – reinforce culturally-consistent behavior
Attracting, Selecting, Socializing Employees
Attraction-selection-attrition theory
Socialization practices
Organizational Culture Strength
- How widely and deeply employees hold the company’s dominant values and assumptions
Strong cultures exist when:
most employees understand/embrace the dominant values
values and assumptions are institutionalized through well-established artifacts
culture is long lasting -- often traced back to founder
Contingencies of Org Culture & Performance
Effect of organizational culture strength on organizational performance is moderate
Need to consider contingencies:
Ensure culture-environment fit
Avoid strength to level of corporate cult (trend/follower)
(Cults restrict mental models, suppress subcultures)
Create an adaptive culture
(External focus, process focus, ownership, proactive)
Organizational Socialization Defined
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
Pre-Employment stage
Encounter stage
Role Management