Introduction

Basically, organizational culture is the

personality of the organization.
Culture is comprised of the assumptions,
values, norms and tangible signs (artifacts) of
organizations members and their behaviors.
Members of an organization soon come to
sense the particular culture of an
organization.
Culture is one of those terms that are
difficult to express distinctly, but everyone
knows it when they sense it.

Key Characteristics of Corporate Culture

Innovation and Risk Taking

Attention to Detail
Outcome Orientation
People Orientation
Team Orientation
Aggressiveness
Stability

Some Types of Culture

Authoritarian Culture
Participative Culture
Mechanistic Culture
Organic Culture
Sub-cultures and Dominant culture
Academy Culture
Baseball Team Culture
Club Culture

Importance of Organizational
Culture

A strong culture
A strong culture
A strong culture
A strong culture
momentum
A strong culture
A strong culture
A strong culture
successful

is a talent-attractor
is talent-retainer
engages people
creates energy and
changes the view of work
creates greater synergy
makes everyone more

Artifacts symbols of
culture in the physical
and social work environment

Values
Espoused: what members of
an organization say they value
Enacted: reflected in the way
individuals actually behave

Assumptions deeply held

beliefs that guide behavior and tell
members of an organization how
to perceive and think about things

Levels of
Organizational
Culture

Functions of Organizational
Culture
Culture provides a sense of identity to
members and increases their commitment
to the organization
Culture is a sense-making device
for organization members
Culture reinforces the values
of the organization
Culture serves as a control
mechanism for shaping
behavior

Facts about organization

culture
1) Correlated with employee attitudes and
behavior
2) Congruence between an individuals
values and the organizations values
associated with organizational
commitment, job satisfaction, intentions to
quit, and turnover
3) Organizational culture did not predict a
companys financial performance
4) Mergers frequently failed due to
incompatible cultures

Theories on the relationship between

organizational culture and performance
Strong Culture
Perspective Fit Perspective
Adaptive Perspective

Strong
an
organizational culture with a consensus on the values that drive the
Culture
company and with an intensity that is recognizable even to outsiders

Fit Perspective
a culture is good only if it fits the industry or the firms strategy

Adaptive Culture
an organizational culture that encourages confidence and risk taking
among employees, has leadership that produces change, and focuses
on the changing needs of customers

Adaptive vs. Non-adaptive Cultures

Most Important Elements

in Managing Culture
What leaders pay attention to
How leaders react to crises
How leaders behave
How leaders allocate rewards
How leaders hire and fire
individuals

Organizational
Socialization
Phase 1: Anticipatory
Phase 2: Encounter
Phase 3: Change and acquisition

Organizational Socialization Process

Organizational Socialization
Perceptual and
Social Processes

Phases
1) Anticipatory
socialization
learning that
occurs prior to
joining the
organization

Anticipating realities
about the organization
and the new job

Anticipating
organizations needs for
ones skills and abilities

Anticipating
organizations sensitivity
to ones needs and
values

Perceptual and
Social Processes

Phases
2) Encounter values,
skills, and
attitudes start to
shift as new
recruit discovers
what the
organization is
truly like

Managing lifestyleversus-work conflicts

Managing intergroup role

conflicts

Seeking role definition

and clarity

Becoming familiar with

task and group dynamics

Perceptual and
Social Processes

Phases
3) Change and
acquisition recruit
masters skills and
roles and adjusts
to work groups
values and norms

Competing role demands

are resolved

Critical tasks are

mastered

Group norms and values

are internalized

Outcomes of
Socialization
Newcomers who are successfully
socialized should exhibit:
Good performance
High job satisfaction
Intention to stay with organization
Low levels of distress symptoms
High level of organizational commitment

How cultures are embedded in

organizations

Formal/public statements
Physical Layout
Slogans, co. lingo
Mentoring, modeling
Explicit rewards, promotion criteria
Stories, legends, myths
Processes and outcomes, measurement
Workflow and systems

Transforming Culture

Thank you