Professional Documents
Culture Documents
Organizational Culture
Chapter 9, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.
Organizational Culture
Questions for Consideration Questions for Consideration
What is organizational culture? When is organizational culture functional? Dysfunctional? How do employees learn about the culture of their organization?
Chapter 9, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.
Organizational Culture
The pattern of shared values, beliefs and assumptions considered to be the appropriate way to think and act within an organization.
Culture is shared Culture helps members solve problems Culture is taught to newcomers Culture strongly influences behaviour
Chapter 9, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.
Organizational Culture
Chapter 9, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.
Attention to detail
The degree to which employees are expected to exhibit precision, analysis, and attention to detail.
Outcome orientation
The degree to which management focuses on results or outcomes rather than on technique and process.
People orientation
The degree to which management decisions take into consideration the effect of outcomes on people within the organization.
Chapter 9, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.
Aggressiveness
The degree to which people are aggressive and competitive rather than easygoing.
Stability
The degree to which organizational activities emphasize maintaining the status quo in contrast to growth.
Chapter 9, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.
Cultural Artifacts
Stories Rituals Material Symbols Language
Chapter 9, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.
Subcultures
Tend to develop in large organizations to reflect common problems, situations, or experiences.
Chapter 9, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.
Chapter 9, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.
Top Management
Senior executives establish and communicate the norms of the organization
Socialization
Organizations need to teach the culture to new employees
Chapter 9, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.
Prearrival
Encounter
Metamorphosis
Commitment
Turnover
Chapter 9, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.
Sociability
Low
Fragmented Low
Mercenary High
Solidarity
Chapter 9, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.
Cultures Functions
Social glue that helps hold an organization together
Provides appropriate standards for what employees should say or do
Cultures Functions
Facilitates commitment to something larger than ones individual self-interest Enhances social system stability Serves as a sense-making and control mechanism
Guides and shapes the attitudes and behaviour of employees
Chapter 9, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.
Culture as a Liability
Culture can have dysfunctional aspects in some instances
Culture as a Barrier to Change
When organization is undergoing change, culture may impede change
Chapter 9, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.
Just as peoples personalities tend to be stable over time, so too do strong cultures.
This makes strong cultures difficult for managers to change.
Chapter 9, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.
An employee's performance depends to a considerable degree on knowing what he should or should not do.
Chapter 9, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.
Point-CounterPoint
Why Culture Doesnt Change
v Culture develops over many years, and becomes part of how the organization thinks and feels v Selection and promotion policies guarantee survival of culture v Top management chooses managers likely to maintain culture
Chapter 9, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.