组织行为学组织文化

1、Chap. 17 Organization Culture14.1 What is Organization Culture 1. Instituationalization:A forerunnerWhen an organization takes on a life of its own,apart from any of its members,& acquires immortality-the notion nearly 50 years ago existing beyond the life of any of one member, going beyond its orig

2、inal missionStructure:20 years ago, organization was view as rational means by which to coordinate & control a group of peopleculture: organizations have personalities too,just like individuals;each has a unique feeling & character beyond its Structural characteristics. The role playing in the lives

3、 of its members.2.A DefinitionA common perception held by the organizations members; a system of shared meaning.primary characteristics: exists on a continuum from low to high,give a composite picture 1)innovation & risk taking 2)attention to detail 3)outcome orientation 4)people orientation 5)team

4、orientation 6)aggressiveness 7)stabilitydistinction between culture & job satisfaction: descriptive term perceived, evaluative3. Cultural Typologies identified 4 cultural “types”Academy:a place for steady climbers to master each job they hold. recruiting young graduates, special training,steering th

5、rough a myriad with a particular functionclub:place a high value on fitting in, commitment, loyalty. baseball team:entrepreneurially oriented haven for risk taker & innovatorsfortress:preoccupied with survival. Fell on hard times & seeking to reverse its sagging fortunescant be neatly categorized in

6、to one because they have a blend of - or are in transition. Personality-culture match4. SubcultureAll sorts of ideologies shared by a few, many, all Organizational members Dominant culture:expresses the core values that are shared by a majority of the - members. Macro view giving an -s distinction p

7、ersonality,uniform interpretation of the appropriate behaviorcore values:the primary or dominant values that are accepted throughout the organization Subculture:minicultures within an -,typically defined by department designations & geographical separation core values + additional values 5.Strong Cu

8、ltures & FormalizationStrong Cultures:cultures where the core values are intensely held & widely sharedthe more members accepting,the greater their commitment to,the strong the value is. Low turnover have a great influence on the behavior of its members because the high degree of sharedness & intens

9、ity creates an internal climate of high behavioral control substitute for formalization: 2 different roads to a common destination. Formal rules & regulations will be internalized in employees when they accepted the - culture. Achieves the same end-increases behavioral consistency without the need f

10、or written documentation6. Organization vs. National Culture Societal culture applied at the -al level. The strength of the -al cultures effect on the behavior of - depends on the strength of the - culturenational culture has a great impact on employees than does their -s culture Geert Hofstede cros

11、s-culture comparison Individualism & Collectivism, Power distance, Uncertainty avoid, Quantity or Quality of lifeThe Kluckhohn-Strodbeck FrameworkRelationship to its environment-subjugate,harmony,dominate;Time orientation-past,present,future;Nature of human-dominant motive:good,evil,mixed;Activity o

12、rientation-doing,being,control;Focus of responsibility-individualistic,group,hierarchical;Conception of space-private,mixed,public The nature of reality and truth;The nature of human relationship-Intercourse way, Competitive or Cooperative, High organized or autonomous, Participate D-M;Homogeneity v

13、s. diversityChap. 17 Organization Culture14.2 What does Culture do1.Cultures FunctionsA boundary-defining role-create distinctionConveys a sense of identity for -al memberfacilitate the generation of commitment to sth. Larger than ones individual self-interestenhance social system stabilityincreasin

14、gly important in the 1990s 2.Culture as a liability potentially dysfunctional aspects of cultureBarrier to change:for many -s with strong culture, practices that led to previous successes can lead to failure when those practices no longer match up well with environmental needs. Barrier to diversity:

15、strong culture can be liabilities when they effectively eliminate those unique strengths that people of different backgrounds bring to the -. Barrier to M&A:historically,the key factors in making M&A decisions were financial advantages or product synergy;In recent years,culture compatibility has bec

16、ome the primary concern.Chap. 17 Organization Culture14.3 Creating & Sustaining Culture1.How a Culture BeginsLargely due to what it has done before & the degree of success it has had with those endeavorsFounders-the ultimate sourcea major impact on its early culture; a vision of what the - should be

17、; unconstrained by previous customs or ideologiesthe small size further facilitates the founders imposition of their vision on all employees2.Keeping a Culture AliveSelection in recruitment: identify who can perform the job well,the final decision about hiring is up to whose value is essentially con

18、sistent with the -.top management-the actions of - set up models of norms that filter down through -.socialization:the process that adapts employees to the organizations culture. 3 stages prearrival: the period of learning in the - that occurs before a new employee joining. Beyond the specific job e

19、ncounter: the stage in which a new employee sees what the - is really like & confronts the possibility that reality & expectations may diverge. The most critical metamorphosis:the stage in which a new employee adjusts to his work groups values & norms3.Summary:how cultures formAlternatives designed

20、to bring about the desired metamorphosis: Formal vs. Informal; Individual vs. Collective; Fixed vs. Variable; Serial vs. Random; Investiture vs. Divestituresummary the evolution: philosophy of the founders- Selection criteria- Top management, Socialization- Organization cultureChap. 17 Organization

21、Culture14.4 How employees learn Culture1. Centrality of SymbolismTransmitted to employees in a number of forms, Denotative-direct, Connotative- broader useStories:typically containing a narrative of events circulate through -,anchor the present in the past & provide explanations & legitimacy for cur

22、rent practices.Rituals:repetitive sequences of activities that express & reinforce the key values of the -,what goals are most important,which people are important & which are expendable Material System:business conditions,layout, executive perks,dress attire-convey who is importantLanguage:used as

23、a way to identify members of a culture or subculture-attest to their acceptance of the culture acronym,jargon2.What is Culture?Working Definition: Shared assumptions a given group has developed to deal with the problems of external adaptation and internal integration.Historical (passed across cohort

24、s and generations)Moral force (normative, not utilitarian)“The way we do things around here” (cognitive dimension - taken for granted)Associated with the stability of the groupDifferentiating/identity device (relative to other groups)Associated with the intensity of common problems faced by the grou

25、pChanges across time,usually slow & small changesProduct & Process, Culture & Structure3 Scheins Model of Organizational CultureArtifacts What you observe(see, feel, hear)Espoused What you areValues toldBasicAssumptionsWhat participants take for granted 4.How does Culture Change?Natural evolutionManaged evolution (-s learning and development)Challenges to Cultural Assumptions:Charismatic leadershipScandalsInfusion of “outsiders”Mergers & acquisitionsCoercive persuasion (“t