1、Essentials of Organizational Behavior,10/eStephen P.Robbins&Timothy A.JudgeChapter 15 Organizational CultureAfter studying this chapter,you should be able to:1.Define organizational culture and describe its common characteristics.2.Compare the functional and dysfunctional effects of organizational c
2、ulture on people and the organization.3.Explain the factors that create and sustain an organizations culture.4.Show how culture is transmitted to employees.5.Demonstrate how an ethical culture and a positive culture can be created.6.Show how national culture may affect the way organizational culture
3、 is transported to a different country.Organizational CultureA system of shared meaning held by members that distinguishes the organization from other organizations Composed of seven key characteristicsSeven Characteristics of Organizational Culture1.Innovation and Risk Taking2.Attention to Detail3.
4、Outcome Orientation4.People Orientation5.Team Orientation6.Aggressiveness7.StabilityCulture Is a Descriptive TermCulture Organizational culture is concerned with how employees perceive an organizations culture,not whether or not they like it DescriptiveJob Satisfaction Measures affective responses t
5、o the work environment:concerned with how employees feel about the organization EvaluativeDo Organizations Have Uniform Cultures?The dominant culture expresses the core values that are shared by a majority of the organizations members Subcultures tend to develop in large organizations to reflect com
6、mon problems,situations,or experiences of members Subcultures mirror the dominant culture but may add to or modify the core valuesStrong Cultures In a strong culture,the organizations core values are both intensely held and widely shared Strong cultures will:Have great influence on the behavior of i
7、ts members Increase cohesiveness Result in lower employee turnoverCulture 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 substit
8、ute for formalizationCultures Five Basic Functions Defines Boundaries Conveys a Sense of Identity Generates Commitment Beyond Oneself Enhances Social Stability Sense-making and Control MechanismCulture as a Liability Barrier to Change Culture is slow to change even in a dynamic environment Barrier t
9、o Diversity Culture seeks to minimize diversity Can embed prevalent bias and prejudice Barrier to Acquisitions and Mergers Most mergers fail due to cultural incompatibilityCreating Culture Ultimate source of an organizations culture is its founders Founders create culture in three ways:By hiring and
10、 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 themKeeping a Culture Alive Selection seek out those who fit in Top Management establish norms
11、of behavior by their actions Socialization help new employees adapt to the existing cultureA 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 organizationDimensions of So
12、cialization ProgramsIntense 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 onesModerate Programs Informal new workers immediately put to work Individual one-on-one Varia
13、ble no timetables Random on your own Investiture accepts and confirms existing characteristicsHow Organization Cultures FormSuccess in employee socialization depends on managements selection of socialization method and the closeness of new employees values to those of the organizationHow Employees L
14、earn CultureCulture is transmitted to employees through:Stories provide explanations Rituals reinforce key values Material Symbols convey importance Language identify and segregate membersCreating an EthicalOrganizational CultureA strong culture with high risk tolerance,low-to-moderate aggressivenes
15、s,and focuses on means as well as outcomes is most likely to shape high ethical standards Managers must be visible role models Communicate ethical expectations Provide ethical training Visibly reward ethical acts and punish unethical ones Provide protective mechanismsCreating a Positive Organization
16、al CultureA positive culture is one that emphasizes the following:Building on Employee Strengths Rewarding More Than Punishing Emphasizing Vitality and Growth of the EmployeeGlobal ImplicationsNational and Organizational Cultures:Organizations exist in a global context Must be aware of local and nat
17、ional culturesSuggestions and Observations:Organizations heavily dependent on foreign markets and labor National culture does influence organizational culture All managers must be culturally sensitiveImplications for Managers Create the culture you want when the organization is small and new If esta
18、blished culture needs to be changed,expect it to take yearsKeep in Mind Organizational culture is concerned with how employees perceive the culture,not whether or not they like it Ethical and positive organizational cultures can be created methods differ National culture influences organizational cu
19、ltureSummary1.Defined organizational culture and described its common characteristics.2.Compared the functional and dysfunctional effects of organizational culture on people and the organization.3.Explained the factors that created and sustained an organizations culture.4.Showed how culture was tran
20、smitted to employees.5.Demonstrated how an ethical culture and a positive culture could be created.6.Showed how national culture might affect the way organizational culture is transported to a different country.All rights reserved.No part of this publication may be reproduced,stored in a retrieval system,or transmitted,in any form or by any means,electronic,mechanical,photocopying,recording,or otherwise,without the prior written permission of the publisher.Printed in the United States of America.
