Chapter 15

Presentation Slides
to Accompany
Organizational Behavior
10th Edition
Don Hellriegel and John W. Slocum, Jr.
Chapter 15Cultivating Organizational Culture
Prepared by
Michael K. McCuddy
Valparaiso University
Slide 15.1
Learning Objectives for Cultivating
Organizational Culture
Explain how organizational cultures are formed,
sustained, and changed

Describe four types of organizational culture
Discuss how organizational culture can influence
ethical behaviors of managers and employees

Explain why fostering cultural diversity is important
Describe the process of organizational socialization
and its affect on culture

Chapter 15: Cultivating
260
Slide 15.2
Components of Organizational Culture
Routine ways of communicating
Norms shared by individuals and teams
Dominant values held by an organization
Guiding philosophy for managements
policies and decision making

Rules of the game for getting along in the
organization
Climate of the organization
261
Slide 15.3
Layers of Organizational Culture
Cultural
Symbols
Shared
Behaviors
Cultural
Values
Shared
Assumptions
262
Slide 15.4
Issues Associated with
External Adaptation and Survival
Identifying the organization's primary mission and selecting
strategies to pursue it
Setting specific targets
Determining how to pursue the goals, including selecting
an organizational structure and reward system

Establishing criteria to measure how well individuals,
teams, and departments are accomplishing their goals

263
Slide 15.5
Issues Associated with
Internal Integration
Identifying methods of communication and developing a
shared meaning for important concepts

Establishing criteria for membership in groups and teams
Determining rules for acquiring, maintaining, and losing
power and status

Developing systems for encouraging desirable behaviors
and discouraging undesirable behaviors

264
Slide 15.6
How Cultures Emerge
Top
Management
Agrees on
shared
assumptions of
human behavior
Develops a
shared vision of
cultural values
Behaviors
Results
Culture
Employees
behave in ways
that are
consistent with
shared values
and
assumptions
Financial
performance
Strong culture
emerges
Market share
Traditions are
maintained
Employee
commitment

Socialization
practices for
new employees
265
Slide 15.7
Methods of Maintaining
Methods of Maintaining Organizational Culture
What managers and teams pay attention to
Reactions to organizational crises
Managerial role modeling
Criteria for rewards
Criteria for selection and promotion
Organizational rites, ceremonies, stories
Recruitment of
employees who
fit the culture
Organizational
Culture

Removal of
employees who
deviate from
the culture
266
Slide 15.8
Organizational Rites and Ceremonies
TYPE
EXAMPLE
POSSIBLE
CONSEQUENCES
Rites of passage
Basic training, U.S. Army
Facilitate transition into new

roles; minimize differences in
way roles are carried out
Rites of degradation
Firing a manager
Reduce power and identity;

reaffirm proper behavior
Rites of
enhancement
Mary Kay Cosmetics

Company ceremonies
Enhance power and identity;

emphasize value of proper
behavior
Rites of integration
Office party
Encourage common feelings

that bind members together
Source: Adapted from Trice, H. M., and Beyer, J. M. The Cultures of Work Organizations.
Englewood Cliffs, N.J.: Prentice-Hall, 1993, 111.
267
Slide 15.9
Requirements for Successfully
Changing Organizational Culture
Understand the old culture first
Support employees and teams who have ideas for a better
culture and are willing to act on those ideas

Find the most effective subculture in the organization and
use it as a model
Help employees and teams do their jobs more effectively
Use the vision of a new culture as a guide for change
Recognize that significant cultural change takes time
Live the new culture
268
Slide 15.10
Framework of Types of Cultures
Flexible
Formal
Control
Orientation
Clan
Culture
Entrepreneurial
Culture
Bureaucratic
Culture
Market
Culture
Stable
Internal
External
Forms of
Attention
Source: Adapted from Hooijberg, R., and Petrock, F. On cultural change: Using the competing values framework to help
leaders execute a transformational strategy. Human Resource Management, 1993, 32, 29-50; Quinn, R. E. Beyond Rational
Management: Mastering the Paradoxes and Competing Demands of High Performance. San Francisco: Jossey-Bass, 1988.

269
Slide 15.11
Attributes of a Bureaucratic Culture
Long-term concerns are predictability,
efficiency, and stability

Members value standardized goods and
services
Managers view their roles as being good
coordinators, organizers, and enforcers of
written rules and standards
Tasks, responsibilities, authority, rules, and
processes are clearly defined
270
Slide 15.12
Attributes of a Clan Culture
Members understand that contributions to the
organization exceed any contractual

agreements
A clan culture achieves unity with a long and
thorough socialization process
Members share feelings of pride in
membership, as well as feelings of personal
ownership of a business, a product, or an
idea
271
Slide 15.12 (continued)

Attributes of a Clan Culture
Peer pressure to adhere to important
norms is strong
Success is assumed to depend
substantially on sensitivity to customers
and concern for people
Teamwork, participation, and
consensus decision making are
believed to lead to success
272
Slide 15.13
Attributes of an
Entrepreneurial Culture
There is a commitment to experimentation,
innovation, and being on the leading edge

This culture does not just quickly react to
changes in the environmentit creates
change
Effectiveness depends on providing new and
unique products and rapid growth
Individual initiative, flexibility, and freedom
foster growth and are encouraged and well
rewarded
273
Slide 15.14
Attributes of a Market Culture
Contractual relationship between individual
and organization
Independence and individuality are valued
and members are encouraged to pursue their

own financial goals
Does not exert much social pressure on an
organizations members, but when it does,

members are expected to conform
274

Attributes of a Market Culture
Superiors interactions with subordinates
largely consist of negotiating performance

reward agreements and/or evaluating
requests for resource allocations
Has a weak socialization process
Few economic incentives are tied directly to
cooperating with peers
Often tied to monthly, quarterly, and annual
performance goals based on profits
275
Slide 15.15
Organizational Uses of Culture
Organizational culture has the potential to
enhance organizational performance,

individual satisfaction, and a variety of
expectations, attitudes, and behaviors in
organizations
If an organizations culture is not aligned with
the changing expectations of internal and/or
external stakeholders, the organizations
effectiveness can decline
276

Organizational Uses of Culture
Organizational culture and performance are
related, although the evidence regarding the

exact nature of this relationship is mixed
Organizational culture affects employee
behavior and performance
Assessing which attributes of an
organizations culture need to be preserved
and which ones need to be modified is a
constant organization need
277
Slide 15.16
Relationship Between Culture
and Performance
Organizational culture can have a significant
impact on a firms long-term economic

performance
Organizational culture will probably be an
even more important factor in determining
success or failure of firms during the next

decade
278

Relationship Between Culture
and Performance
Organizational cultures that inhibit strong
long-term financial performance are not rare;

they develop easily, even in firms that are
filled with reasonable and intelligent people
Although tough to change, organizational
cultures can be made more performance

enhancing if managers understand what
sustains a culture
279
Slide 15.17
Effects of Organizational Culture on
Employee Behavior and Performance
Allows employees to understand the firms history
and current methods of operation

Fosters commitment to corporate philosophy and
values
Serves as a control mechanism for employee
behaviors
Certain cultural types may produce greater
effectiveness and productivity

280
Slide 15.18
Effects of Organizational Culture
on Ethical Behavior
A culture emphasizing ethical norms provides
support for ethical behavior

Top managers play a key role in fostering
ethical behavior by exhibiting correct behavior

The presence or absence of ethical behavior
in managerial actions both influences and

reflects the culture
281
Slide 15.19
How Employees Can Change
Unethical Behavior
Secretly or publicly reporting unethical actions to
a higher level within the organization

Secretly or publicly reporting unethical actions to
someone outside the organization

Secretly or publicly threatening an offender or
responsible manager with reporting unethical

actions
Quietly or publicly refusing to implement an
unethical order or policy

282
Slide 15.20
Actions for Creating a Culture that
Encourages Ethical behavior
Be realistic in setting values and goals regarding
employee relationships
Encourage input from organization members
regarding appropriate values and practices for

implementing the culture
Opt for a strong culture that encourages and
rewards diversity and principled dissent

Provide training on adopting and implementing
the organizations values

283
Slide 15.21
Guidelines for Managing
Cultural Diversity
Organization members must:
Understand the nature of diversity and value a variety of opinions
and insights
Recognize the learning opportunities and challenges presented by
the expression of different perspectives
The organizational culture must:

Foster expectations for high standards of performance and ethics for
everyone
Stimulate personal development
Encourage openness
Make workers feel valued
The organization must have a well-articulated and widely

understood mission
284
Slide 15.22
Steps in Socialization
7. Role model to
sustain culture
6. Rituals, taboos,
rites, and stories to
reinforce culture
5. Adoption of
cultural value policies
Removal of employees
who deviate from culture
4. Rewards that
sustain the culture
3. Training to develop
capabilities consistent
with culture
2. Challenging early
work assignments
Removal of candidates
who do not fit culture
1. Careful selection

285
Slide 15.23
Possible Outcomes of the
Socialization Process
Successful socialization is
reflected in:
Unsuccessful socialization is
reflected in:
Job satisfaction
Job dissatisfaction
Role clarity
Role ambiguity and conflict
High work motivation
Low work motivation
Understanding of culture,
Misunderstanding, tension,
perceived control
High job involvement
Commitment to
organization
Tenure
High performance
Internalized values
perceived lack of control

Low job involvement
Lack of commitment to
organization
Absenteeism, turnover
Low performance
Rejection of values

286

Chapter 15

Transféré par

Informations du document

Description originale:

Titre original

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

Chapter 15

Transféré par

Droits d'auteur :

Formats disponibles

Presentation Slides

sustained, and changed

Discuss how organizational culture can influence

ethical behaviors of managers and employees

Describe the process of organizational socialization

and its affect on culture

Guiding philosophy for managements

policies and decision making

Determining how to pursue the goals, including selecting

an organizational structure and reward system

teams, and departments are accomplishing their goals

shared meaning for important concepts

Determining rules for acquiring, maintaining, and losing

power and status

and discouraging undesirable behaviors

Chapter 15: Cultivating

Chapter 15: Cultivating

Chapter 15: Cultivating

Basic training, U.S. Army

Facilitate transition into new

Reduce power and identity;

Mary Kay Cosmetics

Enhance power and identity;

Encourage common feelings

culture and are willing to act on those ideas

Chapter 15: Cultivating

efficiency, and stability

organization exceed any contractual

Slide 15.12 (continued)

innovation, and being on the leading edge

and members are encouraged to pursue their

organizations members, but when it does,

Slide 15.14 (continued)

largely consist of negotiating performance

enhance organizational performance,

Slide 15.15 (continued)

related, although the evidence regarding the

impact on a firms long-term economic

even more important factor in determining

success or failure of firms during the next

Slide 15.16 (continued)

long-term financial performance are not rare;

cultures can be made more performance

and current methods of operation

effectiveness and productivity

support for ethical behavior

ethical behavior by exhibiting correct behavior

in managerial actions both influences and

a higher level within the organization

someone outside the organization

responsible manager with reporting unethical

unethical order or policy

regarding appropriate values and practices for

rewards diversity and principled dissent

the organizations values

The organizational culture must:

The organization must have a well-articulated and widely

Chapter 15: Cultivating

Role ambiguity and conflict

High work motivation

Low work motivation

perceived lack of control