Organizational Culture Creating an Ideal Culture Group Activity Your group task is to develop an...
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Transcript of Organizational Culture Creating an Ideal Culture Group Activity Your group task is to develop an...
Organizational Culture
Organizational Culture Inventory
Measures shared beliefs, values and expectations within an organization
Provides a revealing look at: what behaviours are rewarded? how motivated and satisfied are
employees? how effectively they perform?
The Circumplex
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9 Task People
Task Orientationversus
People Orientation
Job Satisfactionversus
Coping with Change
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Satisfaction
Coping
Three Styles of the Circumplex
Striking the “Right” Balance
Constructive Style Passive/Defensive Style Aggressive/Defensive Style
Measuring Organizational Culture
OCI Ideal The set of behaviours that allow
individuals to excel in their jobs OCI Actual
The set of behaviours that presently exists and are “rewarded” in the organization
Ideal Organizational Culture
Ideal CultureProfile
As reported by over 5000 individuals in describing the “ideal” or “best place to work” culture.
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OCI ACTUAL
OCI IDEAL
How can we move closer to our IDEAL culture?
Subcultures
An organization can have several cultures or what are known as subcultures.
Subcultures are smaller cultures that develop within a larger organizational culture that are based on differences in training, occupation, or departmental goals.
Subcultures
Effective organizations develop an overarching culture to manage differences between subcultures.
Subculture Profiles
Department A
Department B
Organization
The “Strong Culture” Concept
An organizational culture with intense beliefs, values, and assumptions.
A strong culture provides great consensus concerning “what the organization is about” or what it stands for.
Weak cultures are fragmented and have less impact on organizational members.
The “Strong Culture” Concept
An organization does not have to be big to have a strong culture.
Strong cultures do not necessarily result in blind conformity.
Strong cultures are associated with greater success and effectiveness.
Factors Promoting Constructive Norms
Member LevelGoal SettingJob DesignMotivational Processes
Manager LevelSources of Power/InfluenceDevelopmental DiscussionsMethods of Reinforcement
Organizational LevelRespect for MembersEmployee InvolvementCommunication
Member Level
Goal Setting
Set jointly by managers & employees Challenging but realistic Accepted by those responsible for
accomplishing them
Member Level
Job Design
Autonomy (members decide how to carry out their work)
Skill variety (members use a number of different skills)
Task significance (members understand how work affects others)
Feedback (members able to assess quality of their work)
Member Level
Motivational Processes
See performance increase when extra effort is made
Recognize for improving job performance Receive meaningful rewards for
performance Believe high performers are rewarded
more than average performers
Manager Level
Sources of Power & Influence
Expertise Respectability Empowering orientation Good citizenship
Manager Level
Performance Appraisal
Progressive Performance Appraisal Based on real measures of
performance Reflective of performance rather
than favoritism
Manager Level
Methods of Reinforcement
Recognize effort and improvement in performance
Use a variety of performance incentives
Organizational Level
Respect for Members
Members are treated fairly regardless of their race, gender, or age
All members are treated with respect and dignity
Opportunities for training and advancement are fair and equitable
Organizational Level
Employee Involvement
Encourage members to be actively involved in improving the organization and increase productivity
Show interest in employees’ suggestions
Implement good ideas offered
Organizational Level
Communication
Downward communications that are specific, timely, and straight from the source
Upward communications that are understood and acted upon
Prescription for Change
Working Toward A
Constructive Goal
Setting Your Goals for Constructive Environment
SpecificMeasurableAttainableRealisticTime Bound
A Process
PLAN
CHECK
DOACT
Outcomes Associated with the Cultural Styles
Constructive
++--++
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Key: + Positive correlation 0 No correlation - Negative correlation
Aggressive/ Defensive
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Passive/Defensive
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--+
Individual LevelMember SatisfactionPerson/Norm ConflictMotivation
Group/Unit LevelGroup MotivationWork AvoidanceCo-operation/Teamwork
Organizational LevelPerceived Client SatisfactionReputation for Customer ServiceTurnover Rate
Job LevelAutonomySignificanceComplexity of People-Related
Activities
Goal CharacteristicsClarity of GoalsSet Participatively
Reward/Punishment Practices
Monetary RewardsPraiseCriticismOther Punishment
Leadership StylesPerson-CentredTask-Centred
Structural CharacteristicsShared InfluenceCentralizationStandardization
Key: + Positive correlation 0 No correlation - Negative correlation
Factors Reinforcing the Cultural Styles
Constructive
++++++
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++0
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Aggressive/ Defensive
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Passive/ Defensive
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Goal Setting
Less effective goals and goal setting
Clear, challenging goals—set participatively
Rewards vs. Punishment
Organizations emphasizing punishment
Organizations emphasizing rewards
Quality of Customer Service
Poor customer service
Superior customer service
Role Conflict “Inconsistent Messages”
High role conflictLow role conflict
High vs. Low Satisfaction with Organization
Low commitment and satisfaction
High commitment and satisfaction with quality
improvement
