Day 21 November 12, 2002

1
Day 21 November 12, 2002

• Collect homework
• Discuss exam 2

2
Ch. 8 Organizational Culture Ethics

• What is org. culture why is it important?
• Elements of org. culture
• Impact of culture on performance
• Assessing and changing org. culture
• ---------
• Ethical and ethical behavior

3
Pre-Test Skills Assessment p. 340

• Use this to make links back to earlier course
  material (e.g., management skills, teams,
  organizational context, personality, problem
  solving, motivation, leadership) as well as the
  organization culture and ethics discussion

4
Functions of Org. Culture Shared Values and
Assumptions

• Increase cooperation
• Increase consistency of decision making
• Serve as a mechanism to control behavior in the
  organization
• Clan control
• vs. Bureaucratic control
• vs. Market control

• Improve communication
• Increase affective commitment
• Encourage shared perceptions
• Justify behavior

Critical
5
Elements of Org. Culture

• Values
• Symbols
• Narratives (no need to distinguish types)
• Heroes
• Rites Rituals

Critical
6
Real world examples

• Incompatible cultures cause mergers to fail
• Highly competitive cultures may lead to unethical
  behavior

7
Fundamental Tension

• Controlling through Culture

• Fostering Diversity

8
Questions for Assessing Culture

• Given what you know about the elements of
  culture, how would you go about assessing the
  culture of an organization?

9
Beyond a single culture

• Subcultures
• Distinctive, but generally consistent with the
  dominant culture

• Countercultures
• Contradict the dominant culture

10
Cultures impact on performance

• ? The right culture
• ? A strong culture
• ? A healthy culture
• ? A valuable, rare, hard-to-imitate culture

11
Developing culture

• Mission
• Strategic objectives that support mission
• Core Values Operating Principles (some/I argue
  that core values should come first)
• Communication of values/culture
• Recruit, hire, promote people who are congruent
  with culture
• Socialize employees into the culture

Critical
12
Changing culture

• Understand the current culture, Consider timing,
  Value diversity, Anticipate resistance
• Define elements of new culture
• Communicate new culture using stories, rites,
  etc.
• Realign policies and practices to support culture
• Use formal mechanism to transmit reinforce
• Replace employees who continue to resist
• Evaluate culture in relation to mission

Critical
13
Mini-scenarios pp. 361-362

• These scenarios, like the one on page 340, are
  great for linking back to earlier material (e.g.,
  management skills, teams, organizational.
  context, personality, problem solving,
  motivation, leadership) as well as organization
  culture and ethics
• The cumulative final will ask you to respond to
  one or more scenarios and apply different
  theories to help explain what is happening or
  help address an organizational problem

Cum. Final Sample
14
Empowerment

• Link to personality variables
• E.g., self-efficacy, locus of control,
  authoritarianism
• Link to content process models of motivation
• E.g., Need for achievement, growth,
  self-actualization, power, expectancy theory,
  equity theory

Dont memorize stages in empowerment process
15
For next next time . . .

• No formal class Thurs. Ill be away Teams meet
• Work on their Casual Togs Case analysis (go over
  additional instructions)
• Conduct a team process evaluation Skills
  Practice 12-5, pp. 588-589, has some good
  guidelines for this
• Provide feedback to members on their behavior
  relative to their team contribution grade
• Tuesday, Nov. 19
• Complete Ch. 8, Ethics