Introduction to Organizational Behavior

1
Introduction to Organizational Behavior

• Section 9

2
Agenda

• Attendance
• Group Presentations
• Presentations
• Questions and Comments
• Review
• Culture
• Networks

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Organizational Culture

• What is culture?
• A collective response to managing uncertainty
• A sense making device
• A blue print for living
• Is composed of two elements
• Ideology norms
• Conveyance reinforcement of these beliefs
• Cultural forms express, communicate, and
  reinforce ideology

4
Symbols, Rituals, and Stories

• Symbols Could be an organizational logos or
  designs (think about GE or Walt Disneys
  signature). Could also be parking spaces.
• Rituals Management/staff meetings, board
  reports, the Wal-Mart wiggle.
• Stories myths about people and events to
  convey a message about what is valued within the
  organization.

5
Strong Cultures

• A strong culture exists when there are a set of
  norms and values that are widely shared and
  strongly held.
• Conformity is expected and required. Those who do
  not conform are treated as misfits.
• A strong culture needs to be built incrementally.
  Rome was not built in a day Disney neither
• The socialization process starts by selecting
  people likely to conform and must continue past
  entry.
• Be aware of the debate regarding strong cultures
  and innovation
• When is a strong culture beneficial?
• Under which circumstances, would a strong culture
  hinder an organization?

6
Networks

• Representation of relational systems
• We can graph networks and analyze network
  dynamics
• Fundamental components
• Node elemental unit of the network
• Tie type of relationship connecting nodes
• Tie - strength
• Value from Networks and Network Positions
• Exchange of Capital (Human, social, monetary)
• No ideal structure it depends
• Scale-free and Random
• Structural Holes
• Networks affect
• Can create or limit opportunities
• Speed of Promotion
• Tenure

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• The elemental unit (the individual unit) of a
  network is called a
• Node
• Structural hole
• Tie
• Constraint

8

• Tucker is a consultant who has been hired by
  AMUCo in order to explore communication patterns
  and status/influence streams in the organization.
  Tucker decides to conduct a network analysis.
  What could the networks not show Tucker?
• the actual patterns in communication
• which patterns emerge in the structure
• the differences between the formal structure and
  the informal network.
• how/why people choose to form or dissolve their
  ties

9

• Nina is doing a final project for her OB class
  for which she needs to analyze a creative person.
  Due to her interest in movies, she chooses
  Katharine Hepburn. One of her friends, Cade is
  actually the great nephew of Katharine Hepburn.
  Cades family members could provide Nina with
  excellent information if only Nina knew how to
  contact them. Cade is in the position of a
• a periphery tie
• a scale free network
• a structure hole
• an isomorphic tie

10

• Networks have been shown to do all of the
  following except
• Affect your job search
• Affect your success and speed of promotion at a
  job
• Affect your acceptance of norms
• Affect the duration of tenure at an organization.

11
Micro to Macro

• New level of analysis
• Organizations vs. Individuals
• New set of questions

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Have a great weekend!

• Work on your group projects!