Organizational Behavior: Culture

1
Organizational Behavior Culture
2
Organizational Culture Defined

• The basic pattern of shared assumptions, values,
  and beliefs considered to be the correct way of
  thinking about and acting on problems and
  opportunities facing the organization.

.
3
The Layers of Culture
4
Elements of Organizational Culture

• Physical Structures
• Rituals/ Ceremonies
• Stories
• Language
• Beliefs
• Values
• Assumptions

Artifacts of Organizational Culture
Organizational Culture
5

• Power Distance
• Individualism-Collectivism
• Masculinity-Femininity
• Uncertainty Avoidance
• Long-Term - Short-Term

6
Four Functions of Organizational Culture
Organizational identity
Sense-making device
Collective commitment
Organizational culture
Social system stability
7
Defining Organizational Culture

• Innovation and risk taking
• Attention to detail
• Outcome orientation
• People orientation
• Team orientation
• Aggressiveness
• Stability

8
Do OrganizationsHave Uniform Cultures?
Core Values
Subcultures
Dominant Culture
9
Organizational Subcultures

• Located throughout the organization
• Can support or oppose (countercultures) firms
  dominant culture
• Two functions of countercultures
• provide surveillance and evaluation
• source of emerging values

.
10
How Cultures Form
Top Management
Philosophy of the Organizations Founders
Organizational Culture
Selection
Socialization
11
Benefits of Strong Corporate Cultures
SocialControl
Strong Organizational Culture
SocialGlue
AidsSense-Making
12
Problems with Strong Cultures

• Culture content might be incompatible with the
  organizations environment.
• Strong cultures focus attention on one mental
  model.
• Strong cultures suppress dissenting values from
  subcultures.

13
Stories
Rituals
Learning About Organizational Culture
Material Symbols
Language
14
Embedding Organizational Culture

• Formal statements of organizational philosophy,
  mission, vision, values, and materials used for
  recruiting, selection and socialization
• The design of physical space, work environments,
  and buildings
• Slogans, language, acronyms, and sayings
• Deliberate role modeling, training programs,
  teaching and coaching by managers and supervisors
• Explicit rewards, status symbols (e.g., titles),
  and promotion criteria
• Stories, legends, and myths about key people and
  events
• The organizational activities, processes, or
  outcomes that leaders pay attention to, measure,
  and control
• Leader reactions to critical incidents and
  organizational crises
• The workflow and organizational structure
• Organizational systems and procedures
• Organizational goals and the associated criteria
  used for recruitment, selection, development,
  promotion, layoffs, and retirement of people

15
A Model of Organizational Socialization
Perceptual and Social Processes
Phases
1. Anticipatory socializationLearning that
occursprior to joining the organization

• Anticipating realities about the organization
  and the new job
• Anticipating organizations need for ones
  skills and abilities
• Anticipating organizations sensitivity to
  ones needs and values

16
A Model of Organizational Socialization (cont.)
Perceptual and Social Processes
Phases
2. Encounter Values, skills and attitudes
start to shift as new recruit discovers what
theorganization is trulylike

• Managing lifestyle- versus-work conflicts
• Managing intergroup role conflicts
• Seeking role definition and clarity
• Becoming familiar with task and group
  dynamics

17
A Model of Organizational Socialization (cont.)
Perceptual and Social Processes
Phases
3. Change and acquisition Recruit masters
skills and roles and adjusts to workgroups
values and norms

• Competing role demands are resolved
• Critical tasks are mastered
• Group norms and values are internalized

18
A Model of Organizational Socialization
(continued)
Outsider
Phases
1. Anticipatory socialization
2. Encounter
3. Change and acquisition
SocializedInsider

• Behavioral Outcomes
• Performs role assignments
• Remains with organization
• Spontaneously innovates and cooperates

• Affective Outcomes
• Generally satisfied
• Internally motivated to work
• High job involvement

19
Mentoring
The process of forming and maintaining intensive
and lasting developmental relationships between a
variety of developers (i.e., people who provide
career and psychosocial support) and a junior
person

• Functions of Mentoring
• Career Functions- Sponsorship- Exposure and
  visibility- Coaching- Protection- Challenging
  assignments
• Psychosocial Functions- Role modeling-
  Acceptance and confirmation- Counseling-
  Friendship

20
Phases of the Mentoring

• Initiation
• Cultivation
• Separation
• Redefinition

21
Merging Organizational Cultures
Assimilation
Acquired company embraces acquiring firms culture
Deculturation
Acquiring firm imposes its culture on unwilling
acquired firm
Integration
Both cultures combined into a new composite
culture
Separation
Merging companies remain separate with their own
culture
22
Strengthening Organizational Culture
Foundersand leaders
Strengthening Organizational Culture
Culturally consistent rewards
Selection and socialization
Stable workforce
Managing the cultural network
23
A Model of Ethical Behavior in the Workplace
Cultural Influences - Family - Education -Religion
- Media/entertainment
RoleExpectations
Individual - Personality - Values - Moral
principles - History of reinforcement - Gender
Organizational Influences - Ethical codes -
Organizational culture - Role models - Perceived
pressure for results - Rewards/punishment system
Ethical behavior
Political/legal/ economic influences
24
Guidelines for Behavior and Ethics in Foreign
Cultures A Balancing Act
Cultural Relativism When in Rome, do as the Romans do. Guiding Principles for a Middle Ground Cultural Imperialism The sun never set on the British Empire
Assumption Each culture is right in its own way there are no international or universal standards. Problems Morally inconsistent Fosters anything is okay attitude. Respect for core human values, which determine the absolute moral threshold for all business activities. Respect for local traditions The belief that context matters when deciding what is right and what is wrong. Assumption People in all cultures should follow one set of behavioral and ethical standards. Problems Morally arrogant Insensitivity to local cultural traditions and tastes.