The basic pattern of shared values and assumptions

governing the way employees within an organization think

about and act on problems and opportunities.

A set of values or beliefs that is unique to any one

organization

Organizational culture Shared values and beliefs enabling members to

understand their roles and the norms of the organization, including:▪ Observed behavioral regularities, typified by common

language, terminology, rituals▪ Norms, reflected by things such as the amount of work

to do and the degree of cooperation between management and employees

▪ Dominant values that the organization advocates and expects participants to share ▪ low absenteeism, high efficiency

Guides decision makingProvides identity for membersAmplifies commitmentGuides employee behaviorProvides justification for actionsHelps members construct proper attitudes and behaviors Contributes to socialization of new membersEnhances member feeling of belonging and commitment.

Visible

• Unconscious, taken-for-granted perceptions or beliefs

• Mental models of ideals

Shared assumptions

• Conscious beliefs

• Evaluate what is good or bad, right or wrong

Shared values

Artifacts

• Stories/legends

• Rituals/ceremonies

• Organizational language

• Physical structures/décor

Invisible(below the surface)

The Clan Culture

A very friendly place to work where people share a lot of themselves. It is like an extended family.

The Hierarchy Culture

A very formalized structured place to work. Procedures govern what people do.

.

The Adhocracy Culture

A dynamic entrepreneurial, and creative place to work. People stick their necks out and take risks.

The Market Culture

A results oriented organization whose major concern is with getting the job done. People are competitive and goal-oriented.

.

Formal Control

Orientation

Forms of Attention

Flexible

Stable

Internal External

Clan

Culture

Hierarchy/Bureaucratic

Culture

Market

Culture

Adhocracy

culture

External focus -- firm’s success depends on continuous change

Focus on processes more than goals

Strong sense of ownership

Proactive --seek out opportunities

AP/Wide World

Strong

Organizational

Culture

Social

Control

Improves

Sense-Making

Social

Glue

13

Job satisfaction Role clarity High work motivation Understanding of culture,

perceived control High job involvement Commitment to organization Tenure High performance Internalized values

Job dissatisfaction Role ambiguity and conflict Low work motivation Misunderstanding, tension,

perceived lack of control Low job involvement Lack of commitment to

organization Absenteeism, turnover Low performance Rejection of values

Successful organization is

reflected in:

Unsuccessful organization is

reflected in: