Organizational culture refers to shared meanings held by members that distinguish one organization from others. It influences how employees view aspects like teamwork, innovation, and initiative. Characteristics of organizational culture include innovation/risk-taking, attention to detail, outcome orientation, and aggressiveness. There are dominant cultures as well as subcultures within organizations. Strong cultures have intensely held, widely shared core values compared to weak cultures with varied opinions. Managers can shape ethical culture by modeling behavior, communicating expectations, training employees, and rewarding/punishing ethical/unethical acts.
Organizational culture refers to shared meanings held by members that distinguish one organization from others. It influences how employees view aspects like teamwork, innovation, and initiative. Characteristics of organizational culture include innovation/risk-taking, attention to detail, outcome orientation, and aggressiveness. There are dominant cultures as well as subcultures within organizations. Strong cultures have intensely held, widely shared core values compared to weak cultures with varied opinions. Managers can shape ethical culture by modeling behavior, communicating expectations, training employees, and rewarding/punishing ethical/unethical acts.
Original Title
organizational culture, Conflict, power and polices
Organizational culture refers to shared meanings held by members that distinguish one organization from others. It influences how employees view aspects like teamwork, innovation, and initiative. Characteristics of organizational culture include innovation/risk-taking, attention to detail, outcome orientation, and aggressiveness. There are dominant cultures as well as subcultures within organizations. Strong cultures have intensely held, widely shared core values compared to weak cultures with varied opinions. Managers can shape ethical culture by modeling behavior, communicating expectations, training employees, and rewarding/punishing ethical/unethical acts.
Organizational culture refers to shared meanings held by members that distinguish one organization from others. It influences how employees view aspects like teamwork, innovation, and initiative. Characteristics of organizational culture include innovation/risk-taking, attention to detail, outcome orientation, and aggressiveness. There are dominant cultures as well as subcultures within organizations. Strong cultures have intensely held, widely shared core values compared to weak cultures with varied opinions. Managers can shape ethical culture by modeling behavior, communicating expectations, training employees, and rewarding/punishing ethical/unethical acts.
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ORGANIZATIONAL CULTURE
Slides By: Sundas Fatima
ORGANIZATIONAL CULTURE
• Organizational culture refers to a system of shared meaning held by members
that distinguishes the organization from other organizations. • Research on organizational culture has sought to measure how employees see their organization: Does it encourage teamwork? Does it reward innovation? Does it stifle initiative? • In contrast, job satisfaction seeks to measure how employees feel about the organization’s expectations, reward practices, and the like. CHARACTERISTICS OF ORGANIZATIONAL CULTURE
• Innovation and risk taking. The degree to which employees are encouraged to be innovative and take risks. • Attention to detail. The degree to which employees are expected to exhibit precision, analysis, and attention to detail. • Outcome orientation. The degree to which management focuses on results or outcomes rather than on the techniques and processes used to achieve them. • People orientation. The degree to which management decisions take into consideration the effect of outcomes on people within the organization. • Team orientation. The degree to which work activities are organized around teams rather than individuals. • Aggressiveness. The degree to which people are aggressive and competitive rather than easygoing. • Stability. The degree to which organizational activities emphasize maintaining the status quo in contrast to growth. TYPES OF CULTURE
• Dominant culture: A culture that expresses the core values that are shared by a majority of the organization’s members. • Subcultures: Mini-cultures within an organization, typically defined by department designations and geographical separation. • Strong culture: A culture in which the core values are intensely held and widely shared. • Weak culture: If most employees (responding to management surveys) have the same opinions about the organization’s mission and values, the culture is strong; if opinions vary widely, the culture is weak. WHAT CAN MANAGERS DO TO CREATE A MORE ETHICAL CULTURE?
• Be a visible role model. Employees will look to the actions of top management as a benchmark for appropriate behavior. Send a positive message. • Communicate ethical expectations. Minimize ethical ambiguities by sharing an organizational code of ethics that states the organization’s primary values and ethical rules employees must follow. • Provide ethical training. Set up seminars, workshops, and training programs to reinforce the organization’s standards of conduct, clarify what practices are permissible, and address potential ethical dilemmas. • Visibly reward ethical acts and punish unethical ones. Appraise managers on how their decisions measure up against the organization’s code of ethics. Review the means as well as the ends. Visibly reward those who act ethically and conspicuously punish those who don’t. • Provide protective mechanisms. Provide formal mechanisms so employees can discuss ethical dilemmas and report unethical behavior without fear of reprimand. These might include ethical counselors, ombudsmen, or ethical officers. CONFLICT AND NEGOTIATION CONFLICT
• Conflict: A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about. • Traditional view of conflict: The belief that all conflict is harmful and must be avoided. • Interactionist view of conflict: The belief that conflict is not only a positive force in a group but also an absolute necessity for a group to perform effectively. CONFLICT
• Relationship conflict: Conflict based on interpersonal relationships.
• Process conflict: Conflict over how work gets done. • Task conflict: Conflict over content and goals of the work. • Functional conflict: Conflict that supports the goals of the group and improves its performance. • Perceived conflict: Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise. NEGOTIATION
• Negotiation: A process in which two or more parties exchange goods or
services and attempt to agree on the exchange rate for them. • The negotiation process made up of five steps: • (1) preparation and planning • (2) definition of ground rules • (3) clarification and justification • (4) bargaining and problem solving • (5) closure and implementation NEGOTIATION PROCESS POWER AND POLITICS POWER & DEPENDENCE
• Power: A capacity that A has to influence the behavior of B so that B acts in
accordance with A’s wishes. • Dependence: B’s relationship to A when A possesses something that B requires. FORMAL POWER AND ITS TYPES
• Formal power is based on an individual’s position in an organization. It can come from the ability to coerce or reward, or from formal authority. • Coercive power: A power base that is dependent on fear of the negative results from failing to comply. • Reward power: Compliance achieved based on the ability to distribute rewards that others view as valuable. • Legitimate power: The power a person receives as a result of his or her position in the formal hierarchy of an organization. • Personal power: Influence derived from an individual’s characteristics. expert power Influence based on special skills or knowledge. • Referent power: Influence based on identification with a person who has desirable resources or personal traits.
