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© 2005 Prentice-Hall 14-1 Organizational Culture Chapter 14 Essentials of Organizational Behavior, 8/e Stephen P. Robbins
© 2005 Prentice-Hall 14-2 Organizational culture Set of key characteristics that the organization values that distinguishes the organization from other organizations
© 2005 Prentice-Hall 14-3 Innovation and risk taking Stability Attention to Detail Outcome Orientation Team Orientation People Orientation Characteristics of Organizational Culture
© 2005 Prentice-Hall 14-4 Organizational culture is concerned with how employees perceive the seven characteristics, not whether they like them
© 2005 Prentice-Hall 14-5 Do Organizations Have Uniform Cultures? A dominant culture expresses the core values that are shared by a majority of the organization’s members
© 2005 Prentice-Hall 14-6 Subcultures tend to develop in large organizations to reflect common problems, situations, or experiences that members face Do Organizations Have Uniform Cultures?
© 2005 Prentice-Hall 14-7 A strong culture is characterized by the organization’s core values being both intensely held and widely shared A weak culture is characterized by vagueness, ambiguity, and/or inconsistencies
© 2005 Prentice-Hall 14-8 Culture’s Functions Boundary-defining role Conveys a sense of identity Facilitates the generation of commitment Enhances social system stability Sense-making and control mechanism
© 2005 Prentice-Hall 14-9 Culture as a Liability Shared values do not agree with organization’s effectiveness Environment is dynamic Entrenched culture in rapid change Hinders ability to respond to changes
© 2005 Prentice-Hall 14-10 How a Culture Begins Ultimate source of an organization’s culture is its founders
© 2005 Prentice-Hall 14-11 Keeping a Culture Alive Selection Top Management Socialization
© 2005 Prentice-Hall 14-12 A Socialization Model
© 2005 Prentice-Hall 14-13 How Cultures Form
© 2005 Prentice-Hall 14-14 HowEmployees Learn Culture Language MaterialSymbols Rituals Stories
© 2005 Prentice-Hall 14-15 Managing Cultural Change Cultural change is most likely to take when the following conditions exist - Dramatic crisis exists or is created Turnover in leadership Young and small organization Weak culture
© 2005 Prentice-Hall 14-16 Creating an Ethical Organizational Culture Be a visible role model Communicate ethical expectations Provide ethical training
© 2005 Prentice-Hall 14-17 Creating an Ethical Organizational Culture Visibly reward ethical acts and punish unethical ones Provide protective mechanisms
© 2005 Prentice-Hall 14-18 Creating a Customer Responsive Culture Companies recognize this is the path to customer loyalty and long-term profitability
© 2005 Prentice-Hall 14-19 Key Variables Shaping Customer- Responsive Cultures Type of employees Low formalization Widespread use of empowerment
© 2005 Prentice-Hall 14-20 Key Variables Shaping Customer- Responsive Cultures Good listening skills Role clarity Employees who exhibit organizational citizenship behavior
© 2005 Prentice-Hall 14-21 Managerial Action Selection Training and socialization Structural design Empowerment Leadership Performance evaluation Reward systems
© 2005 Prentice-Hall 14-22 Workplace Spirituality Recognizes that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community
© 2005 Prentice-Hall 14-23 Characteristics of Spiritual Organizations Strong sense of purpose Focus on individual development
© 2005 Prentice-Hall 14-24 Characteristics of Spiritual Organizations Trust and openness Employee empowerment Toleration of employee expression
© 2005 Prentice-Hall 14-25 Paradox of Diversity Two Conflicting Goals –Employees accept the organization’s dominant values –Encourage the acceptance of differences
Chapter 16 Organizational Culture
ORGANIZATIONAL BEHAVIOR W W W. P R E N H A L L. C O M / R O B B I N S T E N T H E D I T I O N.
What Is Organizational Culture?
Organizational Culture Chapter SEVENTEEN Institutionalization: A Forerunner of Culture Institutionalization When an organization takes on a life of its.
PowerPoint Presentation by Charlie Cook
Contrast the actions of managers according to the omnipotent and symbolic views
© 2005 Prentice Hall Inc. All rights reserved.16–0 Institutionalization: A Forerunner of Culture Institutionalization When an organization takes on a life.
© 2003 Prentice Hall Inc. All rights reserved.18–1 Institutionalization: A Forerunner of Culture.
© 2007 Prentice Hall Inc. All rights reserved. Organizational Culture Chapter SEVENTEEN.
Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall 15-1 Essentials of Organizational Behavior, 10/e Stephen P. Robbins & Timothy A. Judge.
Organizational Behavior 15th Ed Organizational Culture Organizational Culture Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall16-1.
Chapter 18 Organizational Culture. Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper.
Lim Sei cK. Institutionalization When an organization takes on a life of its own, apart from any of its members, and acquires immortality. Operates.
Chapter Learning Objectives
Chapter 3 organizational culture and environment: the constraints
Organizational Behavior BUS-542 Instructor: Erlan Bakiev, Ph.D.
Organizational Culture and the Environment: The Constraints
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