Professional Documents
Culture Documents
organizational behavior
stephen p. robbins
Chapter 16
Organizational Culture
ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H 2005 Prentice Hall Inc. All rights reserved. E D I T I O N PowerPoint Presentation by Charlie Cook WWW.PRENHALL.COM/ROBBINS
OBJECTIVES LEARNING
O B J E C T I V E S (contd) LEARNING
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7. Stability
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There are extensive rules and regulations in this firm that employees are required to follow. Managers supervise employees closely to ensure there are no deviations. Management is concerned with high productivity, regardless of the impact on employee morale or turnover.
Work activities are designed around individuals. There are distinct departments and lines of authority, and employees are expected to minimize formal contact with other employees outside their functional area or line of command. Performance evaluations and rewards emphasize individual effort, although seniority tends to be the primary factor in the determination of pay raises and promotions.
E X H I B I T 161 2005 Prentice Hall Inc. All rights reserved. 166
Subcultures Minicultures within an organization, typically defined by department designations and geographical separation.
2005 Prentice Hall Inc. All rights reserved. 168
Strong Culture A culture in which the core values are intensely held and widely shared.
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Culture as a Liability:
1. Barrier to change. 2. Barrier to diversity
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Top Management
Senior executives help establish behavioral norms that are adopted by the organization.
Socialization
The process that helps new employees adapt to the organizations culture.
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Encounter Stage
The stage in the socialization process in which a new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge.
Metamorphosis Stage
The stage in the socialization process in which a new employee changes and adjusts to the work, work group, and organization.
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A Socialization Model
Source: Based on J. Van Maanen, People Processing: Strategies of Organizational Socialization, Organizational Dynamics, Summer 1978, pp. 1936; and E. H. Schein, Organizational Culture, American Psychologist, February 1990, p. 116.
E X H I B I T 163 1617
Rituals
Material Symbols Language
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Select new employees with personality and attitudes consistent with high service orientation.
Train and socialize current employees to be more customer focused. Change organizational structure to give employees more control.
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As a counterbalance to the pressures and stress of a turbulent pace of life and the lack of community many people feel and their increased need for involvement and connection. Formalized religion hasnt worked for many people. Job demands have made the workplace dominant in many peoples lives, yet they continue to question the meaning of work. The desire to integrate personal life values with ones professional life. An increasing number of people are finding that the pursuit of more material acquisitions leaves them unfulfilled.