OB-culture final.ppt

8/20/2019 OB-culture final.ppt

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ORGANIZATIONAL BEHAVIOR

W W W . P R E N H A L L . C O M / R O B B I N S


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Van City’s Corporate Culture

Vancouver City Savings Credit Union has re-affirmed its

corporate culture to improve customer service and employee

relations.

Courtesy of VanCity


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Organizational Culture Deine!

The basic pattern of shared assumptions, values, and

beliefs considered to be the correct way of thinking

about and acting on problems and opportunities facing

the organiation.

Courtesy of VanCity


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!"#$%$%& '(&)%$S)T$'%)* CU*TU(""Cooke and (osseau# $%&&'

“the ways of thinking, behaving and believing

that members of a social unit have in common”


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The +asic #unctions of 'rganiational Culture

'rganiational

Culture+asic functions

rovides a

sense of identity for

members

"nhancescommitment

to the

organiations

mission

Clarifiesand

reinforces

standards

of behavior


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Le(els o )ulture

National culture

Occupational culture

Organisational culture


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hysical Structures

*anguage

(ituals and

Ceremonies

Stories and *egends

BeliesBelies

ValuesValues

Assu*ptions Assu*ptions

)rtifacts of

'rganiational

Culture

'rganiational'rganiational

CultureCulture

Ele*ents o Organizational Culture


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Ran! +er),ant Ban-’s Culture

/hen employees at (and

0erchant +ank received a

booklet entitled The Complete

+ook of (ules, they

discovered that the pages

inside were blank. The book

was a reminder that the South

)frican financial institutions

culture encouragesemployees to make their own

decisions. Courtesy of Rand Merchant Bank


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+eaning o Cultural Content

Cultural content refers to the

relative ordering of beliefs,

values, and assumptions.

"1ample2 (and 0erchant

+anks empowermentculture

)n organiation emphasies

only a handful of values out

of doens or hundreds ofvalues that e1ist.

Courtesy of Rand Merchant Bank


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Organizational Culture


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Todays 0ergers and )c3uisitions2 /ill They be Tomorrows Culture Clashes4

This bank…

Citicorp

+ank )merica

+ank 'ne

#irst Union

Merged with…

Travelers

%ations +ank

#irst Chicago %+!

Corestates

To become…

Citigroup

+ankamerica

+ank 'ne

#irst Union


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Organizational .u/)ultures

*ocated throughout the organiation

Can enhance or oppose 5countercultures6 firms

dominant culture

Two functions of countercultures2– provide surveillance and crii!ue" e#ics

– source o$ e%er&in& values


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Artia)ts0 .tories an! Legen!s

Social prescriptions of desired 5undesired6

behavior

Stories about the past corporate incidents

serve as powerful social prescriptions of the the

things should be done.

0ost effective stories and legends2– 'escri(e real people– Assu%ed o (e rue– )no*n #rouou #e or&ani+aion

– Are prescripive


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Artia)ts0 Rituals an! Cere*onies

(ituals– pro&ra%%ed rouines

– ,e&." #o* visiors are &reeed-"dress code"

Ceremonies

– planned aciviies $or an audience

– ,e&." a*ard cere%onies-


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Artia)ts0 Organizational Language

/ords used to address people, describecustomers, etc.

$s boss happening4 7as your boss come4

romo romotion

)ps )dvertising positioningstatement

Cool "verything is fine

&oogly Tricky situation

)ccount client


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Artia)ts0 1,ysi)al .tru)tures2.y*/ols

+uilding structure -- may shape and reflectculture

– Oale0s 1Inerplanear Head!uarers2 in3oo#ill Ranc#" Cali$ornia

'ffice design conveys cultural meaning

– 3urniure" o4ce si+e" *all #an&in&s


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Beneits o .trong Corporate Cultures

Strong'rganiational

Culture

SocialSocial

ControlControl

$mproves$mprovesSense-0akingSense-0aking

SocialSocial

&lue&lue


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1ro/le*s 3it, .trong Cultures

8. Culture content might be misaligned with the

organiations environment.

9. Strong cultures may focus on mental models that

could be limiting

:. Strong cultures suppress dissenting values fromsubcultures.


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A!apti(e Organizational Cultures

"1ternal focus -- firms success depends on

continuous change

#ocus on processes more than goals

Strong sense of ownership

roactive --seek out opportunities


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+erging 4H1 5ay6 3it, Co*pa7 Culture

7ewlett-ackard C"' Carly #iorina

5left6 wanted to in;ect Compa3

Computers responsiveness into 7-

s culture by merging the two firms.

0eanwhile, Compa3 suffered fromclashing cultures a few years earlier

when ac3uiring !igital "3uipment

Corp., so Compa3 e1ecutives were

careful to ensure the merger with 7-

was culturally feasible. © Reuters/New media, Inc./ CORBIS


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Bi)ultural Au!it

art of


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+erging Organizational Cultures

Assi*ilation Assi*ilation

De)ulturationDe)ulturation

A)7uire! )o*pany e*/ra)esa)7uiring ir*’s )ultural (alues

A)7uiring ir* i*poses its )ulture on

un3illing a)7uire! ir*

IntegrationIntegrationCultures )o*/ine! into a ne3)o*posite )ulture

.eparation.eparation+erging )o*panies re*ainseparate 3it, t,eir o3n )ulture


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StrengtheningStrengthening'rganiational'rganiational

CultureCulture

8oun!ers8oun!ersan! lea!ersan! lea!ers

CulturallyCulturally)onsistent)onsistentre3ar!sre3ar!s

.ta/le.ta/le3or-or)e3or-or)e

.ele)tion.ele)tionan!an!

so)ializationso)ialization

+anaging t,e+anaging t,e)ultural)ulturalnet3or-net3or-

.trengt,ening Organizational Culture


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Organizational .o)ialization Deine!

The process by which individuals learn the

values, e1pected behaviors, and social

knowledge necessary to assume their roles in

the organiation


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.o)ialization0 Learning 9 A!:ust*ent

*earning rocess

– Ne*co%ers $or% a co&niive %ap o$ #eor&ani+aion0s p#sical" social" andsrae&ic/culural dna%ics

)d;ustment rocess

– Ne*co%ers need o adap o #eir ne* *orenviron%en

; %ew work roles

; %ew team norms

; %ew corporate cultural values


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; Insi!er Insi!er

; C,anging rolesC,anging roles

an! /e,a(ior an! /e,a(ior

; Resol(ingResol(ing

)onli)ts)onli)ts

.tages o .o)ialization

; Ne3)o*er Ne3)o*er

; TestingTesting

e


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$ndividual$ndividual

)ttracts)ttracts

'rganiation'rganiation


SelectsSelects



)ttracts)ttracts



SelectsSelects


C o n f l i c t )

C o n f l i c t +

Conflict C Conflict !

1re=e*ploy*ent .o)ialization Conli)ts


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The rocess of $nnovation

Stage 8

Settingthe

)genda

Stage 9

Settingthe

Stage

Stage :

roducingthe

$deas

Stage >

Testing and$mplementing

the $deas

Stage ?

'utcome)ssessment

"nd

"ndSuccess

#ailure

rogress

0otivation

$ndividual

or Teamroductivity

(esources

Skills


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Creating a Custo*er=Responsi(e Culture

@ey Variables Shaping Customer-(esponsive

Cultures

5. :#e pes o$ e%ploees #ired ( #eor&ani+aion.

7. Lo* $or%ali+aion; #e $reedo% o %ee cuso%er

service re!uire%ens.9. E%po*erin& e%ploees *i# decisionood lisenin& sills o undersand cuso%er%essa&es.

?. Role clari #a allo*s service e%ploees o acas 1(oundar spanners.2

@. E%ploees *#o en&a&e in or&ani+aionalcii+ens#ip (e#aviors.


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Creating An Et,i)al Organizational Culture

Characteristics of 'rganiations that !evelop

7igh "thical Standards

– Hi olerance $or ris

– Lo* o %oderae in a&&ressiveness

– 3ocus on %eans as *ell as ouco%es

0anagerial ractices romoting an "thical

Culture

– Bein& a visi(le role %odel.

– Co%%unicain& e#ical e6pecaions.

– Providin& e#ical rainin&.

– isi(l re*ardin& e#ical acs and punis#in&une#ical ones.


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5,at Is Organizational Culture>

Characteristics2

8. $nnovation and risktaking

9. )ttention to detail

:. 'utcome orientation

>. eople orientation

?. Team orientationA. )ggressiveness

B. Stability

Characteristics2

8. $nnovation and risktaking

9. )ttention to detail

:. 'utcome orientation

>. eople orientation

?. Team orientation

A. )ggressiveness

B. Stability


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Institutionalization0 A 8orerunner o Culture


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5,at Is Organizational Culture> ")ont’!'


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5,at Is Organizational Culture> ")ont’!'

Culture Versus #ormaliation

– A sron& culure increases (e#avioralconsisenc and can ac as a su(siue $or$or%ali+aion.

'rganiational Culture Versus %ational Culture

– Naional culure #as a &reaer i%pac one%ploees #an does #eir or&ani+aion0sculure.

– Naionals seleced o *or $or $orei&n co%panies

%a (e apical o$ #e local/naive populaion.


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5,at Do Cultures Do>

Cultures #unctions2

8. !efines the boundary between one

organiation and others.

9. Conveys a sense of identity for its members.

:. #acilitates the generation of commitment to

something larger than self-interest.

>. "nhances the stability of the social system.

Cultures #unctions2

8. !efines the boundary between one

organiation and others.

9. Conveys a sense of identity for its members.

:. #acilitates the generation of commitment to

something larger than self-interest.

>. "nhances the stability of the social system.


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5,at Do Cultures Do>

Culture as a *iability2

8. +arrier to change9. +arrier to diversity

:. +arrier to ac3uisitions and

mergers

Culture as a *iability2

8. +arrier to change

9. +arrier to diversity

:. +arrier to ac3uisitions and

mergers


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0anagerial )ctions2

; Select new employees with personality and

attitudes consistent with high service

orientation.

; Train and socialie current employees to be

more customer focused.

; Change organiational structure to give

employees more control.

; "mpower employees to make decision about

their ;obs.

0anagerial )ctions2

; Select new employees with personality and

attitudes consistent with high service

orientation.

; Train and socialie current employees to be

more customer focused.

; Change organiational structure to give

employees more control.; "mpower employees to make decision about

their ;obs.


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?eeping Culture Ali(e

Selection

– Concerned *i# #o* *ell #e candidaes *ill ino #e or&ani+aion.

– Provides in$or%aion o candidaes a(ou #eor&ani+aion.

Top 0anagement

– Senior e6ecuives #elp esa(lis# (e#avioralnor%s #a are adoped ( #e or&ani+aion.

Socialiation

– :#e process #a #elps ne* e%ploees adap o#e or&ani+aion0s culure.


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.tages in t,e .o)ialization 1ro)ess


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A .o)ialization +o!el

" 7 $ + $ T 18-2


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Entry .o)ialization Options

; #ormal versus $nformal

; $ndividual versus Collective

; #i1ed versus Variable

; Serial versus (andom

; $nvestiture versus !ivestiture

; #ormal versus $nformal

; $ndividual versus Collective

; #i1ed versus Variable

; Serial versus (andom

; $nvestiture versus !ivestiture

" 7 $ + $ T 18-3


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Ho3 Organization Cultures 8or*

" 7 $ + $ T 18-4


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Ho3 E*ployees Learn Culture

; Stories

; (ituals

; 0aterial Symbols

; *anguage

; Stories

; (ituals

; 0aterial Symbols

; *anguage


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0anagerial )ctions 5contd6 2

; *ead by conveying a customer-focused vision

and demonstrating commitment to customers.

; Conduct performance appraisals based on

customer-focused employee behaviors.

; rovide ongoing recognition for employees who

make special efforts to please customers.

0anagerial )ctions 5contd6 2

; *ead by conveying a customer-focused vision

and demonstrating commitment to customers.

; Conduct performance appraisals based oncustomer-focused employee behaviors.

; rovide ongoing recognition for employees who

make special efforts to please customers.


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.pirituality an! Organizational Culture

Characteristics2

; Strong sense of

purpose; #ocus on individual

development

; Trust and openness

; "mployee

empowerment; Toleration of employee

e1pression

Characteristics2

; Strong sense ofpurpose

; #ocus on individualdevelopment

; Trust and openness

; "mployee

empowerment; Toleration of employee

e1pression


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Ho3 Organizational Cultures Ha(e an I*pa)t

on 1eror*an)e an! .atisa)tion

" 7 $ + $ T 18-7

OB-culture final.ppt

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