C H A P T E R 1 4 : O R G A N I Z AT I O N A L
C U LT U R E
March 27 2023
CHAPTER 12 REVIEW
•
Leadership: Influencing,
motivating, and enabling others
to contribute toward the
effectiveness and success of the
organization they belong in.
•
Four main theories and
perspectives on leadership. 1.
Transformational 2. Managerial
3. Implicit 4. Personal attributes
•
Cross Cultural and gender
differences in leadership.
ELEMENTS OF
O R G A N I Z AT I O N A L C U LT U R E
•
Organizational culture has a powerful
influence on a companies performance.
•
Organizational Culture: The values and
assumptions shared within an
organization.
•
Think of it as the companies “DNA” and
“right way” of doing things.
•
Values are stable, evaluative beliefs that
guide our preferences for outcomes or
courses of action in a variety of situations.
•
Shared assumptions are non-conscious,
taken for granted perceptions of behaviour
that are considered the correct way to
think towards problems and opportunities.
TYPES OF CULTURES
• Research states there can be many different types but there are
seven common or universal ones.
• 1. Innovation
• 2. Stability
• 3. Respect for people
• 4. Outcome orientation
• 5. Attention to detail
• 6. Team Orientation
• 7. Aggressiveness
PROBLEM
WITH RESEARCH
• Research assumes that
organizations have clear and
defined cultures that are
easy to see.
• There could be elements of
multiple cultures in an
organization.
• Organizations could also
have subcultures,
countercultures, and a
variety of others.
CULTURE
AND ARTIFACTS
•
Shared values and assumptions
are not easily measured through
surveys or value statements.
Artifacts are a way of
demonstrating culture.
•
Artifacts: The observable
symbols and signs of an
organization’s culture.
•
Artifacts can be demonstrated
through 1. Stories 2.
Organizational language 3.
Rituals/ceremonies 4. Physical
structures/symbols
IS OB CULTURE
IMPORTANT?
•
“Culture is the secret ingredient
to every great organization”
•
Under the right conditions
companies are effective when
they have strong cultures
because of three important
functions.
•
1. Control system 2. Social glue
3. Sense-making
ORGANIZATIONAL CULTURE ACTIVITY
• 1. How would you describe the organizational culture in your current
or most recent job?
• 2. What is more important in life. A good culture or strong
leadership?
C H A P T E R 1 4 : O R G A N I Z AT I O N A L
C U LT U R E
March 29 2023
CULTURE
CONTINGENCIES
•
The benefits of a strong culture
depend on whether it’s values
and assumptions are aligned
with the external environment.
•
This alignment helps employees
become more motivated and
have clearer role perceptions.
•
The second contingency is
making sure the culture is not
cult like.
•
Finally having an adaptive
culture helps with managing the
external environment.
MERGING ORGANIZATIONAL
CULTURES
Mergers and acquisitions often fail because the merging organizations
have a culture clash.
Organizational leaders can minimize cultural clashes by conducting a
bicultural audit where they diagnose cultural relations between
companies and determine if cultural clashes will occur.
There are four different strategies for merging different organizational
cultures.
MERGING ORGANIZATIONAL
CULTURES
• 1. Assimilation
• 2. Deculturation
• 3. Integration
• 4. Separation
CHANGING AND
STRENGTHENING
CULTURE
•
Desired culture needs to be
modelled and demonstrated
through the actions of founders
and leaders.
•
Align artifacts with the desired
culture
•
Introduce culturally consistent
rewards/recognition.
•
Support workforce stability and
communication.
•
Use attraction, selection, and
socialization for cultural “fit”.
ORGANIZATIONAL
SELECTION
•
Organizational socialization: The
process by which individuals learn the
values, expected behaviours, and
social knowledge necessary to assume
their roles in the organization.
•
It is a valuable set of practices to help
companies change and strengthen
their organizational culture.
•
It can help change employee values to
be more aligned with the companies
culture.
•
Very vital for newcomers.
ORGANIZATIONAL
SOCIALIZATION
•
There is a huge learning element to
organizational socialization.
•
Employees tend to have a
psychological contract and this is
where their beliefs about the terms
and conditions of a reciprocal
exchange agreement between the
employee and company.
•
Relational contracts are more powerful
than transactional contracts.
CLASS REVIEW/SUMMARY
•
1. When merging organizational cultures what is the difference
between assimilation and integration?
•
2. In 2-3 sentences how would you summarize the organizational
culture in your current or most recent job?