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    OB ch6 Culture

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    gulsoomali965

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    OB ch6 Culture

    Uploaded by

    gulsoomali965
    2 views18 pages

    Original Title

    OB.ch6.Culture (1) Converted

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    2 views18 pages

    OB ch6 Culture

    Uploaded by

    gulsoomali965

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 18

    Organizational Culture

    What Is Organizational Culture?

    Characteristics:
    1. Innovation and risk
    taking
    2. Attention to detail
    3. Outcome
    orientation
    4. People orientation
    5. Team orientation
    6. Aggressiveness
    7. Stability
    Organizational Culture
    What Is Organizational Culture? (cont’d)
    What Is Organizational Culture? (cont’d)
     Culture Versus Formalization
    – A strong culture increases behavioral consistency and
    can act as a substitute for formalization.
     Organizational Culture Versus National Culture
    – National culture has a greater impact on employees
    than does their organization’s culture.
    – Nationals selected to work for foreign companies may
    be atypical of the local/native population.
    What Do Cultures Do?

    Culture’s Functions:
    1. Defines the boundary between one
    organization and others.
    2. Conveys a sense of identity for its
    members.
    3. Facilitates the generation of commitment to
    something larger than self-interest.
    4. Enhances the stability of the social system.
    What Do Cultures Do?

    Culture as a Liability:
    1. Barrier to change: slow to
    change
    2. Barrier to diversity: minimize
    diversity
    3. Barrier to acquisitions and
    mergers: mergers may
    fail die to cultural
    incompatibility
    Keeping Culture Alive
     Selection
    – Concerned with how well the candidates will fit into the
    organization.
    – Provides information to candidates about the
    organization.
     Top Management
    – Senior executives help establish behavioral norms that
    are adopted by the organization.
     Socialization
    – The process that helps new employees adapt to the
    organization’s culture.
    Stages in the Socialization Process
    A Socialization Model

    EXHIBIT 18-2
    How Organization Cultures Form

    EXHIBIT 18-4
    How Employees Learn Culture

    • Stories: provide
    explanations
    • Rituals: reinforce key
    values
    • Material Symbols:
    convey importance
    • Language: identify and
    segregate members
    Creating An Ethical Organizational Culture
     Characteristics of Organizations that Develop
    High Ethical Standards
    – High tolerance for risk
    – Low to moderate in aggressiveness
    – Focus on means as well as outcomes
     Managerial Practices Promoting an Ethical
    Culture
    – Being a visible role model.
    – Communicating ethical expectations.
    – Providing ethical training.
    – Visibly rewarding ethical acts and punishing unethical
    ones.
    Creating a Customer-Responsive Culture
     Key Variables Shaping Customer-Responsive
    Cultures
    1. The types of employees hired by the organization.
    2. Low formalization: the freedom to meet customer
    service requirements.
    3. Empowering employees with decision-making
    discretion to please the customer.
    4. Good listening skills to understand customer
    messages.
    5. Role clarity that allows service employees to act as
    “boundary spanners.”
    6. Employees who engage in organizational citizenship
    behaviors.
    Creating a Customer-Responsive Culture

    Managerial Actions:
    • Select new employees with personality and
    attitudes consistent with high service
    orientation.
    • Train and socialize current employees to
    be
    more customer focused.
    • Change organizational structure to give
    employees more control.
    • Empower employees to make decision about
    their jobs.
    Creating a Customer-Responsive Culture

    Managerial Actions (cont’d) :


    • Lead by conveying a customer-focused vision
    and demonstrating commitment to
    customers.
    • Conduct performance appraisals based on
    customer-focused employee behaviors.
    • Provide ongoing recognition for employees who
    make special efforts to please customers.
    Spirituality and Organizational Culture

    Characteristics:
    • Strong sense of
    purpose
    • Focus on
    individual
    development
    • Trust and
    openness
    • Employee
    empowerment
    • Toleration of employee
    expression
    How Organizational Cultures Have an Impact
    on Performance and Satisfaction

    EXHIBIT 18-7

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