1. Copyright © 2013 Pearson Education Organizational Behavior 15th Global Edition Organizational Culture Organizational Culture 16-1 Robbins and Judge Chapter 16

2. Copyright © 2013 Pearson Education Define organizational culture and describe its common characteristics 16-2 LO 1 Organizational culture refers to a system of shared meaning held by members that distinguishes the organization from other organizations. 1

3. Copyright © 2013 Pearson Education Define organizational culture and describe its common characteristics 16-3 LO 1 Research identifies seven primary characteristics that capture the essence of an organization’s culture: Innovation and risk taking. Attention to detail. Outcome orientation. People orientation. Team orientation. Aggressiveness. Stability. 1

4. Copyright © 2013 Pearson Education Define organizational culture and describe its common characteristics 16-4 LO 1 Organizational culture is concerned with employees’ perception culture. Research asks questions Does it encourage teamwork? Does it reward innovation? Does it stifle initiative? It differs from job satisfaction Job satisfaction is evaluative. Organizational culture is descriptive. 1

5. Copyright © 2013 Pearson Education Define organizational culture and describe its common characteristics 16-5 LO 1 High formalization creates predictability, orderliness, and consistency. Formalization and culture are two different roads to a common destination. The stronger an organization’s culture, the less management needs to develop formal rules and regulations. Employees internalize guides when they accept the organization’s culture. 1

6. Copyright © 2013 Pearson Education Compare the functional and dysfunctional effects of organizational culture on people and the organization 16-6 LO 2 Culture’s Functions Boundary-defining role Conveys a sense of identity for members Facilitates the generation of commitment Enhances the stability of the social system Serves as a sense-making and control mechanism Guides and shapes attitudes and behavior of employees 1

7. Copyright © 2013 Pearson Education Compare the functional and dysfunctional effects of organizational culture on people and the organization 16-7 LO 2 Institutionalization Barriers to Change Barriers to Diversity Barriers to Acquisitions and Mergers 1

8. Copyright © 2013 Pearson Education Identify the factors that create and sustain an organization’s culture 16-8 LO 3 How a Culture Begins Ultimate source of an organization’s culture is its founders. Founders have vision of what the organization should be. Unconstrained by previous ideologies or customs. New organizations are typically small; facilitates the founders’ imparting of their vision on all organizational members. 1

9. Copyright © 2013 Pearson Education Identify the factors that create and sustain an organization’s culture 16-9 LO 3 Culture creation occurs in three ways: Founders hire employees who feel the way they do. Employees are indoctrinated and socialized into the founders’ way of thinking. Founders’ behaviors act as role models. 1

10. Copyright © 2013 Pearson Education Identify the factors that create and sustain an organization’s culture 16-10 LO 3 Sustain Through Selection The explicit goal of the selection process is to identify and hire individuals with the knowledge, skills, and abilities to perform successfully. Top Management The actions of top management also have a major impact on the organization’s culture. 1

11. Copyright © 2013 Pearson Education Identify the factors that create and sustain an organization’s culture 16-11 LO 3 1

12. Copyright © 2013 Pearson Education Show how culture is transmitted to employees 16-12 LO 4 Culture is transmitted to employees through Stories, Rituals, Material symbols, and Language. 1

13. Copyright © 2013 Pearson Education Demonstrate how an ethical culture can be created 16-13 LO 5 Characteristics shaping high ethical standards: High in risk tolerance Low to moderate in aggressiveness Focuses on means as well as outcomes Managers are Supported for taking risks and innovating, Discouraged from unbridled competition, and Guided to not just what is achieved but also how. 1

14. Copyright © 2013 Pearson Education Demonstrate how an ethical culture can be created 16-14 LO 5 If the culture is strong and supports high ethical standards, it should have a very powerful and positive influence on employee behavior. The negative consequences of a systematic culture of unethical behavior can be severe and include customer boycotts, fines, lawsuits, and government regulation of an organization’s practices. 1

15. Copyright © 2013 Pearson Education Demonstrate how an ethical culture can be created 16-15 LO 5 How can management create a more ethical culture? Be a visible role model. Communicate ethical expectations. Provide ethical training. Reward ethical acts and punish unethical ones. Provide protective mechanisms. 1

16. Copyright © 2013 Pearson Education Describe a positive organizational culture 16-16 LO 6 There is a trend today for organizations to attempt to create a positive organizational culture. A positive organizational cultureemphasizes building on employee strengths, rewards more than it punishes, and emphasizes individual vitality growth. 1

17. Copyright © 2013 Pearson Education Show how national culture may affect the way organizational culture is transported to a different country 16-17 LO 8 Organizational cultures often reflect national culture. One of the primary things U.S. managers can do is to be culturally sensitive. The management of ethical behavior is one area where national culture can rub up against corporate culture. U.S. employees are not the only ones who need to be culturally sensitive. 1

18. Copyright © 2013 Pearson Education Summary and Implications for Managers 16-18 1