Professional Documents
Culture Documents
organizational values. In such environments, strong cultures help firms operate like well-oiled
machines, engaging in outstanding execution with only minor adjustments to existing
procedures as needed.
Organizations may derive the following benefits from developing strong and productive
cultures:
Better aligning the company towards achieving its vision, mission, and goals
Promoting consistency and encouraging coordination and control within the company
Team cohesiveness
Where culture is strong, people do things because they believe it is the right thing to do
Organizations should strive for what is considered a "healthy" organizational culture in order to
increase productivity, growth, efficiency and reduce counterproductive behavior and turnover of
employees. A variety of characteristics describe a healthy culture, including:
Employee pride and enthusiasm for the organization and the work performed
Equal opportunity for each employee to realize their full potential within the company
Strong communication with all employees regarding policies and company issues
.
**When bullying happens at the highest levels, the effects may be far reachingindicating the
possibility of a negative ripple effect, where bullying may be cascaded. Such situations may
actually threaten the productivity of the entire organisation.
Several studies have confirmed a relationship between bullying, on the one hand, and an
autocratic leadership and an authoritarian way of settling conflicts or dealing with
disagreement. An authoritarian style of leadership may create a climate of fear, where there is
little or no room for dialogue and where complaining may be considered futile. [21]
Denison, Haaland, and Goelzer (2004) found that culture contributes to the success of the
organization, but the effects of these dimensions differ by global regions, which suggests that
organizational culture is affected by national culture. Additionally, Clarke (2006) found that a
safety climate is related to an organization's safety record.
Organizational culture is reflected in the way people perform tasks, set objectives, and
administer the necessary resources to achieve objectives. Culture affects the way individuals
make decisions, feel, and act in response to the opportunities and threats affecting the
organization.
Adkins and Caldwell (2004) found that job satisfaction was positively associated with the
degree to which employees fit into both the overall culture and subculture in which they
worked, affecting recruitment and retention. Individuals tend to be attracted to and remain
engaged in organization that they perceive to be compatible.
Change
the change process can be daunting. Cultural innovation is bound to be more difficult than
cultural maintenance, its introducing something new and substantially different from what
prevails in existing cultures.
Culture change is affected by a number of elements, including the external environment and
industry competitors, change in industry standards, technology changes, the size and nature of
the workforce, and the organization's history and management.
5. Select and socialize newcomers and terminate deviants: people can be selected and
terminated in terms of their fit with the new culture. Encouraging employee motivation
and loyalty to the company is key and will also result in a healthy culture. Train all
employees to understand the new processes, expectations and systems.
6. Develop ethical and legal sensitivity. Changes can lead to tensions specially in
employee integrity, control, equitable treatment and job security. Is beneficial to
evaluate the process to monitor the change progress and identify opportunities.
Identify obstacles of change and resistant employees, acknowledge and reward
employee improvement.
Integrating the new culture: reconciling the differences between the old cultures
and the new one
Embodying the new culture: Establishing, affirming, and keeping the new
culture
Edgar Schein
Robert A. Cooke
There are many different types of communication that contribute in creating an organizational
culture:[20]
Stories can provide examples for employees of how to or not to act in certain
situations.
Rites and ceremonies combine stories, metaphors, and symbols into one. Several
different kinds of rites affect organizational culture:
Reflexive comments are explanations, justifications, and criticisms of our own actions.
This includes:
Fantasy Themes are common creative interpretations of events that reflect beliefs,
values, and goals of the organization. They lead to rhetorical visions, or views of the
organization and its environment held by organization members.
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C.O. DBIL
C.O. FUERTE
AUTONOMIA
ESTRUCTURA
Puesto de trabajo
estandarizado. Reglas y
procedimientos formalizados
APOYO
La direccin se centra en la
produccin y muestra escaso
inters por su plantilla
PREMIO
Se aprecian y premia la
fidelidad, el esfuerzo, la
cooperacin. Se desconocen
los niveles productivos del
personal
CONFLICTOS
La gerencia mantiene un
nivel mnimo de conflicto
constructivo, debido a la
presencia de conflictos
disfuncionales o destructivos
La gerencia intencionalmente
aumenta la intensidad del
conflicto funcional o constructivo,
lo suficiente para que siga siendo
viable, autocrtico y creativo.
RIESGOS
No se estimula al trabajador a
ser innovador y creativo
En muchas ocasiones la cultura es tan evidente que se puede ver que la conducta de
la gente cambia en el momento en que traspasa las puertas de la empresa.
El mal conocimiento de la cultura puede ser causa de malos entendidos y malas
interpretaciones dentro de las sociedades en el momento en que pierde su capacidad
de coordinacin y de integracin.
Diseo
usados
de
en
el
espacios
reclutamiento
fsicos,
la
fachadas,
seleccin,
socializacin.
instalaciones,
edificios.
Por otra parte, la originalidad de una persona se expresa a travs del comportamiento
y, la individualidad de las organizaciones puede expresarse en trminos de la cultura.
Hay prcticas dentro de la organizacin que reflejan que la cultura es aprendida y, por
lo tanto, deben crearse culturas con espritu de un aprendizaje continuo. Al respecto
Siliceo (1995) sostiene que la capacitacin continua al colectivo organizacional es un
elemento fundamental para dar apoyo a todo programa orientado a crear y fortalecer
el sentido de compromiso del personal, cambiar actitudes y construir un lenguaje
comn que facilite la comunicacin, comprensin e integracin de las personas.
La cultura una vez implantada y aceptada se alimenta de s misma, ofrece estabilidad
y certidumbre (saber qu se espera, es importante, que hacer, cules son amenazas
o beneficios)
POR QU ES IMPORTANTE:
1. Se puede entender mejor una organizacin si se conoce su cultura, el qu, cmo y
por qu se hacen las cosas y de sus actos
2. Es clave para entender qu es y una forma estratgica y eficiente de actuar para
administrarla.
3. Su identificacin es importante para la gestin porque sirva para actuar de forma
consistente y coherente
4. Permite comprender relaciones de poder, reglas no escritas y lo aceptado cmo
vlido y verdad.
5. Aclara comportamientos aparentemente inteligibles que permiten una planeacin
efectiva acorde con la realidad organizacional.
Beneficios:
-
Cmo identificarla:
-
Estilo
autocrtico-participativo/
consultivo-coelgiado)
Por lo tanto toda cultura contiene:
-
Historia
Sistemas y procedimientos
paternalista-delegativo
Misin y visin
Ancdotas y mitos
Reorganizacin
Desarrollo organizacional
Comunicaciones
Entrenamiento
Reclutamiento
Agentes de cambio:
Relaciones de compaerismo
Estilo de liderazgo
Ojo:
-
Distintividad
Estabilidad
Aceptacin
ndole implcita
Simbolismo
Subculturas
Ninguna es mejor
Diversa intensidad
El reto es tener una cultura de alto desempeo que se caracterice por la inquitante
autorenovacin, sentido de urgencia y decisin de transformar para alcanzar ls metas.