After studying this presentation, you should be able to Define organizational culture and describe its common characteristics. And many more points. and i think i have coverd all points.*
2. Organizational culture is a system
of shared assumptions, values, reality,
which governs how people behave in
organizations. These shared values
have a strong influence on the people in
the organization and dictate how they
dress, act, and perform their jobs.
Definition
3. 7 Key Characteristics of
Organizational Culture
Innovation and risk taking- The degree to
which employee are encouraged to be
innovation and take risks.
Attention to Detail - The degree to which
Employees expected to be accurate in their
work.
4. Teamwork - Companies that organize work
activities around teams instead of individuals place
a high value on this characteristic of organizational
culture.
- companies tend to have a positive relationship
with their coworkers and managers.
5. People Orientation- The degree to
which management decisions are take
into consideration and the effect of
outcomes on people within the
organization.
Stability- The degree to which
organizational activities emphasize
maintaining the status quo in contrast to
growth.
6. Aggressiveness – The degree to which
people are aggressive and competitive
rather than easygoing.
Reward system- Rewards allocation
are based on employee performance.
7. Culture Is a Descriptive Term
Culture Job
Satisfaction
Organizational
culture is concerned
with how employees
perceive an
organization’s culture,
not whether or not they
like it.
Descriptive
Measures affective
responses to the work
environment:
concerned with how
employees feel about
the organization.
Evaluative
8. Do Organizations Have Uniform
Cultures?
The dominant culture expresses the
core values that are shared by a majority
of the organization’s members.
Subcultures tend to develop in large
organizations to reflect common
problems, situations, or experiences of
members.
Subcultures mirror the dominant culture
but may add to or modify the core values.
9. Strong Cultures
In a strong culture, the organization’s core
values are both intensely held and widely
shared.
The more members who accept the core
values and the greater their commitment to
those values, the stronger the culture is.
Strong cultures will:
Have great influence on
the behavior of its members
Result in lower employee
10. Culture Versus Formalization
Both seek predictability,
orderliness, and consistency.
Culture controls by increasing
behavioral consistency.
Formalization controls through
policies and written documentation.
Strong cultures can be a substitute
for formalization.
11. Culture’s Five Basic
Functions
Defines Boundaries
Conveys a Sense of Identity
Generates Commitment Beyond Oneself
Enhances Social Stability
Sense-making and Control Mechanism
12. Culture as a Liability
Barrier to Change
Culture is slow to change – even in a
dynamic environment.
Barrier to Diversity
Culture seeks to minimize diversity
Can embed prevalent bias and
prejudice
Barrier to Acquisitions and Mergers
Most mergers fail due to cultural
incompatibility.
13. Creating Culture and sustaining
culture
Ultimate source of an organization’s
culture is its founders.
Founders create culture in three ways:
By hiring and keeping those who think
and feel the same way they do
Indoctrinating and socializing those
employees to their way of thinking and
feeling
Acting as a role model and
encouraging employees to identify with
them
14. Keeping a Culture Alive
Selection – seek out those who fit in
Top Management – establish norms
of behavior by their actions
Socialization – help new employees
adapt to the existing culture
15. A Socialization Model
Pre-arrival – initial knowledge about the
organization and own unique ideas
Encounter – exposed to the
organization
Metamorphosis – member changed to
fit within the organization
16. Dimensions of
Socialization Programs
Intense
Programs
Moderate Programs
Formal – new
workers separated
for training
Collective – group
basis
Fixed – planned
activities
Serial – role
models used
Divestiture – strip
away characteristics
to build up new ones
Informal – new
workers
immediately put to
work
Individual – one-
on-one
Variable – no
timetables
Random – on
your own
Investiture –
accepts and
confirms existing
17. How Organization Cultures Form
Success in employee socialization
depends on management’s selection of
socialization method and the closeness of
new employees’ values to those of the
organization
18. How Employees Learn
Culture
Culture is
transmitted to
employees through:
Stories – provide
explanations
Rituals – reinforce
key values
Material Symbols –
convey importance
Language – identify
and segregate
members
19. Creating an Ethical
Organizational Culture
A strong culture with high risk tolerance,
low-to-moderate aggressiveness, and
focuses on means as well as outcomes is
most likely to shape high ethical standards
Visible role model
Communicate ethical expectations
Provide ethical training
Visibly reward ethical acts and
punish unethical ones
Provide protective mechanisms
20. Creating a Positive
Organizational Culture
A positive culture is one that
emphasizes the following:
Building on Employee
Strengths
Rewarding More Than
Punishing
Emphasizing Vitality and
Growth of the Employee
21. Global Implications
National and Organizational Cultures:
Organizations exist in a global context
Must be aware of local and national cultures
Suggestions and Observations:
Organizations heavily dependent on foreign
markets and labor
National culture does influence organizational
culture
All managers must be culturally sensitive
22. Implications for Managers
Create the culture you want
when the organization is small
and new.
If established culture needs to
be changed, expect it to take
years