组织行为学原版课件即考试版本

1、Organizational Culture1616-0 Copyright 2011 Pearson EducationChapter Learning ObjectivesAfter studying this chapter, you should be able to:Define organizational culture and describe its common characteristics.Compare the functional and dysfunctional effects of organizational culture on people and th

2、e organization.Identify the factors that create and sustain an organizations culture.Show how culture is transmitted to employees.Demonstrate how an ethical culture can be created.Describe a positive organizational culture.Identify characteristics of a spiritual culture.Show how national culture may

3、 affect the way organizational culture is transported to a different country.16-1 Copyright 2011 Pearson EducationOrganizational CultureOrganizational CultureA common perception held by the organizations members; a system of shared meaningSeven primary characteristicsInnovation and risk takingAttent

4、ion to detail e orientationPeople orientationTeam orientationAggressivenessStabilityE X H I B I T 17-116-2 Copyright 2011 Pearson EducationDo Organizations Have Uniform Cultures?Culture is a descriptive term: it may act as a substitute for formalizationDominant CultureExpresses the core values that

5、are shared by a majority of the organizations membersSubculturesMinicultures within an organization, typically defined by department designations and geographical separationCore ValuesThe primary or dominant values that are accepted throughout the organizationStrong CultureA culture in which the cor

6、e values are intensely held and widely shared16-3 Copyright 2011 Pearson EducationWhat Do Cultures Do?Cultures FunctionsDefines the boundary between one organization and othersConveys a sense of identity for its membersFacilitates the generation of commitment to something larger than self-interestEn

7、hances the stability of the social systemServes as a sense-making and control mechanism for fitting employees in the organization16-4 Copyright 2011 Pearson EducationCulture as a LiabilityInstitutionalizationA company can e institutionalized where it is valued for itself and not for the goods and se

8、rvices it providesBarrier to changeOccurs when cultures values are not aligned with the values necessary for rapid changeBarrier to diversityStrong cultures put considerable pressure on employees to conform, which may lead to institutionalized bias Barrier to acquisitions and mergers patible culture

9、s can destroy an otherwise successful merger16-5 Copyright 2011 Pearson EducationHow Culture BeginsStems from the actions of the founders:Founders hire and keep only employees who think and feel the same way they do.Founders indoctrinate and socialize these employees to their way of thinking and fee

10、ling.The founders own behavior acts as a role model that encourages employees to identify with them and thereby internalize their beliefs, values, and assumptions.16-6 Copyright 2011 Pearson EducationStages in the Socialization ProcessPrearrivalThe period of learning prior to a new employee joining

11、the organizationEncounterWhen the new employee sees what the organization is really like and confronts the possibility that expectations and reality may divergeMetamorphosis When the new employee changes and adjusts to the work, work group, and organizationE X H I B I T 16-216-7 Copyright 2011 Pears

12、on EducationSocialization Program OptionsChoose the appropriate alternatives:Formal versus InformalIndividual versus CollectiveFixed versus VariableSerial versus RandomInvestiture versus DivestitureSocialization es:Higher productivityGreater commitmentLower turnoverE X H I B I T 16-316-8 Copyright 2

13、011 Pearson EducationSource: Based on J. Van Maanen, “People Processing: Strategies of Organizational Socialization,” Organizational Dynamics, Summer 1978, pp. 1936; and E. H. Schein, Organizational Culture,” American Psychologist, February 1990, p. 116.Summary: How Organizational Cultures FormOrgan

14、izational cultures are derived from the founderThey are sustained through managerial action Copyright 2011 Pearson Education16-9E X H I B I T 16-4How Employees Learn CultureStoriesAnchor the present into the past and provide explanations and legitimacy for current practicesRitualsRepetitive sequence

15、s of activities that express and reinforce the key values of the organizationMaterial SymbolsAcceptable attire, office size, opulence of the office furnishings, and executive perks that convey to employees who is important in the organizationLanguageJargon and special ways of expressing ones self to

16、 indicate membership in the organization Copyright 2011 Pearson Education16-10Creating an Ethical Organizational CultureCharacteristics of Organizations that Develop High Ethical StandardsHigh tolerance for riskLow to moderate in aggressivenessFocus on means as well as esManagerial Practices Promoti

17、ng an Ethical CultureBeing a visible role modelCommunicating ethical expectationsProviding ethical trainingRewarding ethical acts and punishing unethical onesProviding protective mechanisms Copyright 2011 Pearson Education16-11Creating a Positive Organizational CulturePositive Organizational Culture

18、A culture that:Builds on employee strengthsFocus is on discovering, sharing, and building on the strengths of individual employeesRewards more than it punishes Articulating praise and “catching employees doing something right”Emphasizes individual vitality and growthHelping employees learn and grow

19、in their jobs and careersLimits of Positive Culture:May not work for all organizations or everyone within them Copyright 2011 Pearson Education16-12Spirituality and Organizational CultureWorkplace SpiritualityThe recognition that people have an inner life that nourishes and is nourished by meaningfu

20、l work that takes place in the context of the communityNOT about organized religious practicesPeople seek to find meaning and purpose in their work. Copyright 2011 Pearson Education16-13Why Spirituality Now?As a counterbalance to the pressures and stress of a turbulent pace of life and the lack of c

21、ommunity many people feel and their increased need for involvement and connection.Job demands have made the workplace dominant in many peoples lives, yet they continue to question the meaning of work.The desire to integrate personal life values with ones professional life.An increasing number of peo

22、ple are finding that the pursuit of more material acquisitions leaves them unfulfilled. Copyright 2011 Pearson Education16-14E X H I B I T 16-5Characteristics of a Spiritual OrganizationConcerned with helping people develop and reach their full potentialDirectly addresses problems created by work/li

23、fe conflictsFour characteristics of spiritual organizations:Strong sense of purposeTrust and respectHumanistic work practicesToleration of employee expression Copyright 2011 Pearson Education16-15Criticisms of SpiritualityWhat is the scientific foundation?It is still pending: needs more researchAre

24、spiritual organizations legitimate do they have the right to impose values on employees?Spirituality is not about God or any religious valuesIt is an attempt to help employees find meaning and value in their workAre spirituality and profits compatible?Initial evidence suggests that they areSpiritual

25、ity may result in greater productivity and dramatically lower turnover Copyright 2011 Pearson Education16-16Global ImplicationsOrganization cultures, while strong, cant ignore local cultureManagers should be more culturally sensitive by:Adjusting speech to cultural normsListening moreAvoiding discus

26、sions of controversial topicsAll global firms (not just U.S. firms) need to be more culturally sensitive16-17 Copyright 2011 Pearson EducationCulture as an Intervening VariableEmployees form an overall subjective perception of the organization based on these objective factors:The opinions formed affect employee performance and satisfaction. Copyright 2011 Pearson Education16-18E X H I