Presentation is loading. Please wait.

Presentation is loading. Please wait.

Chapter 3 Organisational culture.

Similar presentations


Presentation on theme: "Chapter 3 Organisational culture."— Presentation transcript:

1 Chapter 3 Organisational culture

2 Learning objectives Define the term organisational culture
Identify the components of organisational culture What factors influence the company culture Describe Schein’s approach to organisational culture Describe Handy’s four cultural types Describe how organisational culture is influenced by national cultures using the Hofstede approach

3

4 Definition of organisational culture
‘the way we do things around here.’ (Handy) Sum total of the belief, knowledge, attitudes, norms and customs that prevail in an organisation

5 Definition of organisational culture
Organisations have distinctive cultures Behaviour acceptable in one organisational culture may be inappropriate in another Cultures develop over time or can change instantly as a result of a single major event (e.g. death of company founder, threatened takeover)

6 Components of culture

7 Factors that shape the culture
Organisation’s founder Organisation’s history Leadership and management style Organisation’s environment Size Technology Diversity Age Ownership

8 More subtle influences
Degree of individual initiative Degree of risk tolerance Clarity of direction Degree of integration between groups Reward system Conflict tolerance Communication patterns Formalisation of clothing and office layout Kind of people employed

9 Writers of culture Schein Handy Hofstede

10 Schein First leaders of the company create the culture of the organisation, attributes for later leaders are determined by the culture Strong link between leadership and culture 3 levels: Artefacts – aspects of culture that can easily be seen, e.g. the way people dress Espoused values – these refer to the strategies and goals of the organisation, including company slogans Basic assumptions – difficult to identify as they are unseen, and exist mainly at the unconscious level

11 Schein – 3 levels of culture
Artefacts The aspects of culture that can be easily seen e.g. the way that people dress Espoused values The strategies and goals of the organisation including company slogans etc. Basic assumptions and values difficult to identify as they are unseen and exist mainly at the unconscious level

12 Handy Power culture (Zeus) Role culture (Apollo) Task culture (Athena)
Person or existential culture (Dionysus)

13 Handy’s cultural Types
One major source of influence (the founder) Found in smaller entrepreneurial organisations Power Nothing is allowed to get in the way of achieving the goals Project based, creative work Task Common in bureaucratic organisations (e.g. Government) Emphasis on position within the hierarchy Role Built around educated and articulate individuals – specialists with a common interest Person

14 Hofstede Study of more than 100,000 employees in IBM in more than 40 countries How does national culture influence business behaviour?

15 Hofstede Individualism vs. collectivism Uncertainty avoidance
Power distance Masculinity vs. femininity Confucianism vs. dynamism (Time orientation)

16 Individualism-Collectivism
High Peru Portugal Italy Taiwan Nigeria PR China India Collectivism Hungary Chile Indonesia Hong Kong South Korea US/Canada France Australia Japan New Zealand Egypt Low Low Individualism High 16

17 Power Distance High Power Distance
Malaysia The degree that people accept an unequal distribution of power in society. Venezuela Japan U.S. N.Z. Israel Low Power Distance 17

18 Uncertainty Avoidance
High U.A. Greece Japan The degree that people tolerate ambiguity (low) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance). Italy Australia Singapore Low U.A. 18

19 Achievement-Nurturing
Japan The degree that people value assertiveness, competitiveness and materialism (achievement) versus relationships and well-being of others (nurturing). China Australia France Chile Sweden Nurturing 19

20 Hofstede’s Framework (cont’d)

21 Chapter Summary Norms Symbols Shared values Size Technology Age
History Ownership Schein Handy Hofstede

22 Chapter 5 Individual and group behaviour in business organisations

23 Learning objectives Define the term behaviour
Explain what factors influence the way individuals act Describe the characteristics of passive, aggressive and assertive behaviour Give reasons why working in teams is more effective than working as an individual Outline the contribution teams make to the organisational success What factors are required in order to make a cohesive group? Distinguish between different approaches necessary to organise work around and individual and around the work group

24 BEHAVIOUR PASSIVE AGGRESSIVE INDIVIDUAL ASSERTIVE GROUP

25 Main characteristics of individual and group behaviour
CAUSE (STIMULUS) PERSON’S NEED, WANT, TENSION, DISCOMFORT GOAL

26 Factors affecting behaviour and performance at work
Motivation level Perception Attitudes Personality Intelligence

27 Motivation Physical and working conditions Safety Monetary rewards
Recognition Many of the factors that motivate individuals to perform are social in nature; groups can bring out the best in people and can be essential for the delivery of social needs.

28 Perception Developing a group means identifying distinct roles for each of its members. Any individual can have several roles. A role is the expected pattern of behaviours associated with members occupying a particular position within the structure of the organisation.

29 Role theory Role ambiguity Role conflict Role incompatibility
Role signs Role set Role behaviour

30 Different types of behaviour
Assertive behaviour Aggressive behaviour Passive behaviour

31 Chapter 6 Team formation, development and management

32 Learning objectives Explain what is meant by a group
Explain what is meant by a team Distinguish between a group and a team What is the purpose of the team Explain the different roles people play in a team with reference to Belbin’s theory Explain the stages of team development as per Tuckman’s theory What factors make a team ineffective Identify the criteria necessary for a successful team as per Peters and Waterman What criteria is used to evaluate team’s success

33 BEHAVIOUR BELBIN TUCKMAN GROUP PETERS & WATERMAN TEAM

34 Differences between a group and a team
Group is any collection of people who perceive themselves to be a group. Groups have the following attributes: A sense of identity (there are acknowledged boundaries of the group, who is in and who is out) Loyalty to the group (acceptance within the group that bind the group together) Purpose and leadership (express purpose, choose individuals to lead them towards their goals)

35 Differences between a group and a team
Practically all individual effort takes place in association with other people in groups Formal vs. informal groups

36 Teams Any group of people who must significantly relate with each other in order to accomplish shared objectives Team is a formal group It has a leader and a distinctive culture and is geared towards a final result. Teams must have a reason for working together. They must need each other’s skills, talent and experience in order to achieve their mutual goals. Purpose of a team is to solve complex problems (diverse team of specialists & synergy)

37 Teams Share a common goal Enjoy working together
Commitment to achieve goals Diverse individuals Loyalty to the project Attain a team spirit

38 Characteristics of effective teams

39 Teams vs. groups Teams Groups More openness & trust
Feelings are expressed more feely Common objectives Conflict is worked out Decisions are by consensus Commitment can be very high People accommodate each other People negotiate Objectives may be modified Commitment can be high

40 Effective teamwork (Woodcock)
Rights balance of skills, ability and aspiration Mistakes are faced openly and there is no ‘scape-goating’ There is pride in success, support and trust in personal relationships There is a high level of task achievement Openness and honesty is present There is healthy competition There is a happy feel to the place and good relationships with other departments

41 Who should belong to the team?
Team members should be selected for their potential to contribute to getting things done (task performance) and establishing good working relationships (group maintenance): Specialist skills Power in the wider organisation Access to resources Personalities and goals of the individual members of the team

42 Belbin: Theory of group roles
Leader Shaper Plant Monitor-evaluator Resource-investigator Company worker Team worker Finisher Expert Coordinator Promotes activity – dominant, extrovert Thoughtful and thought provoking, ideas person Criticises others’ ideas, brings the team down to earth Extrovert, networker, looks for alternative solutions Administrator, organiser Concerned with relationships Progress chaser As required by the project

43

44

45 Tuckman: Stages of group development
Forming Awareness Storming Conflict Norming Co-operation Performing Productivity Dorming Adjournment

46 Forming: Storming: Norming: Performing: Adjourning:
Members join and begin the process of defining the group’s purpose, structure, and leadership Storming: Intragroup conflict occurs as individuals resist control by the group and disagree over leadership. Norming: Close relationships develop as the group becomes cohesive and establishes its norms for acceptable behaviour Performing: A fully functional group structure allows the group to focus on performing the task at hand Adjourning: The group prepares to disband and is no longer concerned with high levels of performance

47 Blockages to an effective team
Inappropriate leadership Unqualified membership Unconstructive climate Unclear objectives Poor achievement Ineffective work methods Insufficient openness and confrontation Undeveloped individuals Low creative capacity Unconstructive relationships between team members

48 Peters & Waterman: 5 key aspects of successful task-force teams
Small number of members Limited duration of the team Voluntary membership Informal communication Action-oriented

49 How to make a cohesive group
Leadership Right mix of skills Clear objectives and commitment to shared goals Team identity Team solidarity

50 Contribution of individuals and teams to organisational success
One person cannot do everything, but a team can combine all the main areas of skill and knowledge that are needed for a particular job. Synergy Describes the phenomenon in which the combined activity of separate entities has a greater effect than the sum of the activities of each entity working alone 2 + 2 = 5

51 Advantages of cohesive groups
Improved teamwork and problem solving Greater creativity Provide support for individuals within the group improved communication through participation Satisfaction of social needs Provides a forum for conflict resolution

52 Cohesive groups Atmosphere Participation Commitment Communication
Leadership Progress

53 Improving team effectiveness – Evaluation
Effectiveness – degree to which objectives are achieved Efficiency – use of resources in achieving the objectives Team member satisfaction – motivational climate Use of Observation Interviews Questionnaires

54 Rewarding effective teams
Make use of team-based reward to encourage co-operation and mutual accountability. Recognise the team, rather than individual success. Profit sharing schemes Gain sharing schemes Employee share options

55 Chapter summary BEHAVIOUR GROUP TEAM PETERS & WATERMAN BELBIN TUCKMAN
Stages of development: forming, storming, norming, performing, dorming Key aspects of successful teams: small, limited duration, membership voluntary, informal unstructured, action-oriented Group roles: Leader, shaper, plant, monitor/evaluator, resource investigator, company worker, team worker, finisher, expert Stages of development: forming, storming, norming, performing, dorming


Download ppt "Chapter 3 Organisational culture."

Similar presentations


Ads by Google