Org culture

Org culture

• 1.
  Organizational Culture SUBMMITTED BY: NOMANGHALIB 15-1
• 2.
  Organizational culture • Asystem of shared meanings that are held by members that distinguishes the organization from other organizations 15-2
• 3.
  Characteristics of Organizational Culture 1. 2. 3. 4. 5. 6. 7. Innovationand risk taking Attention to detail Outcome orientation People orientation Team orientation Aggressiveness Stability 15-3
• 4.
  Do Organizations HaveUniform Cultures? • A dominant culture expresses the core values that are shared by a majority of the organization’s members • A multiculture is Minicultures within the organization, typically defined by department designations and geographical separations 15-4
• 5.
  Strong vs. WeakCultures • In a strong culture, the organization’s core values are both intensely held and widely shared • Core values are primary and dominant values that are accepted through out the organization 15-5
• 6.
  Culture’s Functions • • • • • Boundary-defining role Conveysa sense of identity Facilitates the generation of commitment Enhances social system stability Sense-making and control mechanism 15-6
• 7.
  Culture vs. formalization •The stronger an organizational culture, the less management need to be concerned with developing formalization 15-7
• 8.
  Culture as aLiability • Barriers to change • Barriers to diversity • Barriers to acquisition and mergers 15-8
• 9.
  How a CultureBegins • Culture is created in three ways:  Founders hire and keep those who think and feel the same way they do  They indoctrinate and socialize these employees to their way of thinking and feeling  Their behavior acts as a role model encouraging employees to identify with them 15-9
• 10.
  Keeping a CultureAlive • Selection – seek out those who would fit in • Top Management – Senior executives establish norms of behavior through what they say and do • Socialization – process that adapts employees to the organization culture 15-10
• 11.
  A Socialization Model 15-11
• 12.
  How Organization CulturesForm 15-12
• 13.
  How Employees LearnCulture • • • • Stories Rituals Material Symbols Language 15-13
• 14.
  Managing Cultural Change •Cultural change is most likely to take when the following conditions exist:     Dramatic crisis exists or is created Turnover Young and small organization Weak culture 15-14
• 15.
  Creating an Ethical OrganizationalCulture • • • • Be a visible role model Communicate ethical expectations Provide ethical training Visibly reward ethical acts and punish unethical ones • Provide protective mechanisms 15-15
• 16.
  Managerial Action toMake Culture More Customer Responsive • • • • • • • Selection Training Structural design Empowerment Leadership Performance evaluation Reward systems 15-16
• 17.
  Implications for Managers •Create the culture you want when the organization is small • If established culture needs to be changed, expect it to take years 15-17