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ORGANIZATIONAL CULTURE (OC), 999 - Coggle Diagram
ORGANIZATIONAL CULTURE (OC)
Subcultures
i) Dominant culture
Most widely shared value & assumptions.
ii) Two functions
Provide surveillance & critique, ethics.
Source of emerging values.
Artifact in organizational culture.
a) Physical structures
Something physical such as building structure.
Office design which conveys cultural meaning.
b) Language
Word used to address people, customers.
Found in subcultures
c) Rituals & ceremonies
Rituals. -Programmed routines
Ceremonies. -Planned activities for an audience
d) Stories & legends.
Social prescriptions of desired (undesired) behavior, & provides a realistic human side to expectations.
i) Describe real people.
ii) Assumed to be true.
iii) Known throughout the organization.
iv) Are prescriptive.
Strength of OC
a) Exist when
Most people understand / embrace the dominant values
Values and assumptions are institutionalized through well- established.
Culture is long lasting.
b) Functions
Control system.
Social glue.
Sense-making .
c) Advantages
Environmental fit.
Not cult-like
Adaptive culture
d) Outcomes
Organization performance.
Employee well-being
Contingencies of OC & performance.
Ensure culture - environment fit.
Avoid strength to level corporate cult; cult restrict mental models, suppress subcultures
Create an adaptive culture. -External focus, process focus, ownership, proactive.
Merging Culture.
-Diagnoses cultural relations between companies & determines the extend to which cultural clashes will likely occur.
Bicultural audit
Step 1; Examine artifacts.
Step 2; Analyze data for cultural conflict / compatibility.
Step 3; Identify strategies & action plans to bridge cultures.
Merging OC
i) Assimilation.
-acquired company embraces acquiring firm's cultural values.
ii) Deculturation.
-imposes its culture on unwilling acquired firm
iii) Integration.
-combine to new composite culture.
iv) Separation.
-merging companies remain separate with their own culture.
Changing / strengthening OC
a) sctions of founders / leaders.
b) aligning artifacts.
c) Introducing culturally consistent reward.
d) attracting, selecting, socializing employees.
i) Attraction.
-applicants self-select & weed out companies based on compatible values.
ii) Selection.
-applicants selected based on values congruent with organization' culture.
iii) Attrition.
-Employee quite of force out when their values oppose company values.
Organizational Socialization.
-The process by which individuals learn the values, expected behaviors, & social knowledge necessary to assume their roles.
Learning process. -Newcomers make sense of the organization's physical, social, & strategic / cultural dynamics.
Adjustment process. -Newcomers to adapt to their new work environment.
Steps.
i) Pre- employment stage. -Outsider, gather information, forming psychological contract.
ii) Encounter stage. - Newcomer, testing expectation.
iii) Role management. -Insider, changing roles & behavior. Resolving conflicts.
Improving organizational socialization.
a) Realistic job preview (RJP). -A balance of positive & negative information about the job & work context.
b) Socialization agents; i) Supervisors. -technical information, performance feedback, job duties. ii) Coworkers. -ideal when accessible, role model, tolerant, and supportive.
