Organizational Behavior:
Culture
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Organizational Culture Defined
The basic pattern of shared assumptions, values,
and beliefs considered to be the correct way of
thinking about and acting on problems and
opportunities facing the organization.
.
Gholipour A. 2006. Organizational Behavior. University of Tehran.
The Layers of Culture
Observable
Artifacts
Espoused
Values
Basic
Underlying
Assumptions
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Elements of Organizational Culture
Physical Structures
Artifacts of
Organizational
Culture
Rituals/ Ceremonies
Stories
Language
Organizational
Culture
Beliefs
Values
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Assumptions
Values Across Cultures
Power Distance
Individualism-Collectivism
Masculinity-Femininity
Uncertainty Avoidance
Long-Term - Short-Term
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Four Functions of Organizational Culture
Organizational
identity
Sense-making
device
Organizational
culture
Social system
stability
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Collective
commitment
Defining Organizational Culture
• Innovation and risk taking
• Attention to detail
• Outcome orientation
• People orientation
• Team orientation
• Aggressiveness
• Stability
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Do Organizations
Have Uniform Cultures?
Dominant
Culture
Subcultures
Core
Values
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Organizational Subcultures
• Located throughout the organization
• Can support or oppose (countercultures) firm’s
dominant culture
• Two functions of countercultures:
– provide surveillance and evaluation
– source of emerging values
.
Gholipour A. 2006. Organizational Behavior. University of Tehran.
How Cultures Form
Top
Management
Philosophy
of the
Organization’s
Founders
Organizational
Culture
Selection
Socialization
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Benefits of Strong Corporate Cultures
Social
Control
Strong
Organizational
Culture
Social
Glue
Aids
Sense-Making
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Problems with Strong Cultures
• Culture content might be incompatible with
the organization’s environment.
• Strong cultures focus attention on one
mental model.
• Strong cultures suppress dissenting values
from subcultures.
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Stories
Rituals
Learning About
Organizational
Culture
Language
Material
Symbols
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Embedding Organizational Culture
• Formal statements of organizational philosophy, mission, vision,
values, and materials used for recruiting, selection and socialization
• The design of physical space, work environments, and buildings
• Slogans, language, acronyms, and sayings
• Deliberate role modeling, training programs, teaching and coaching
by managers and supervisors
• Explicit rewards, status symbols (e.g., titles), and promotion criteria
• Stories, legends, and myths about key people and events
• The organizational activities, processes, or outcomes that leaders pay
attention to, measure, and control
• Leader reactions to critical incidents and organizational crises
• The workflow and organizational structure
• Organizational systems and procedures
• Organizational goals and the associated criteria used for recruitment,
selection, development, promotion, layoffs, and retirement of people
Gholipour A. 2006. Organizational Behavior. University of Tehran.
A Model of Organizational
Socialization
Phases
1. Anticipatory
socialization
Learning that occurs
prior to joining the
organization
Perceptual and Social
Processes
• Anticipating realities
about the organization
and the new job
• Anticipating organization’s
need for one’s skills
and abilities
• Anticipating organization’s
sensitivity to one’s needs
and values
Gholipour A. 2006. Organizational Behavior. University of Tehran.
A Model of Organizational
Socialization (cont.)
Phases
2. Encounter
Values, skills and
attitudes start to shift
as new recruit
discovers what the
organization is truly
like
Perceptual and Social
Processes
• Managing lifestyleversus-work conflicts
• Managing intergroup
role conflicts
• Seeking role definition
and clarity
• Becoming familiar
with task and group
dynamics
Gholipour A. 2006. Organizational Behavior. University of Tehran.
A Model of Organizational
Socialization (cont.)
Phases
3. Change and acquisition
Recruit masters skills and
roles and adjusts to work
group’s values and norms
Perceptual and Social
Processes
• Competing role demands
are resolved
• Critical tasks are
mastered
• Group norms and values
are internalized
Gholipour A. 2006. Organizational Behavior. University of Tehran.
A Model of Organizational Socialization (continued)
Phases
Outsider
1. Anticipatory socialization
2. Encounter
3. Change and acquisition
Behavioral Outcomes
• Performs role assignments
• Remains with organization
• Spontaneously innovates
and cooperates
Socialized
Insider
Affective Outcomes
• Generally satisfied
• Internally motivated to
work
• High job involvement
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Mentoring
The process of forming and maintaining intensive and lasting
developmental relationships between a variety of developers (i.e.,
people who provide career and psychosocial support) and a junior person
Functions of Mentoring
• Career Functions
- Sponsorship
- Exposure and visibility
- Coaching
- Protection
- Challenging assignments
• Psychosocial Functions
- Role modeling
- Acceptance and confirmation
- Counseling
- Friendship
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Phases of the Mentoring
• Initiation
• Cultivation
• Separation
• Redefinition
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Merging Organizational Cultures
Assimilation
Deculturation
Acquired company embraces
acquiring firm’s culture
Acquiring firm imposes its culture on
unwilling acquired firm
Integration
Both cultures combined into a new
composite culture
Separation
Merging companies remain
separate with their own culture
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Strengthening Organizational Culture
Founders
and leaders
Selection
and
socialization
Strengthening
Organizational
Culture
Managing the
cultural
network
Culturally
consistent
rewards
Stable
workforce
Gholipour A. 2006. Organizational Behavior. University of Tehran.
A Model of Ethical Behavior in the
Workplace
Cultural Influences
- Family
- Education
-Religion
- Media/entertainment
Organizational Influences
- Ethical codes
- Organizational culture
- Role models
- Perceived pressure for results
- Rewards/punishment system
Individual
- Personality
- Values
- Moral
principles
- History of
reinforcement
- Gender
Political/legal/
economic
influences
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Ethical
behavior
Guidelines for Behavior and Ethics in
Foreign Cultures: A Balancing Act
Cultural Relativism
“ When in Rome, do
as the Romans do.”
Assumption: Each
culture is right in its
own way; there are no
international or
universal standards.
Problems:
• Morally inconsistent
• Fosters “anything is
okay” attitude.
Guiding Principles
for a Middle Ground
• Respect for core human
values, which determine the
absolute moral threshold for
all business activities.
• Respect for local traditions
• The belief that context
matters when deciding what
is right and what is wrong.
Cultural Imperialism
“The sun never set on
the British Empire”
Assumption: People in
all cultures should follow
one set of behavioral and
ethical standards.
Problems:
• Morally arrogant
• Insensitivity to local
cultural traditions and tastes.
Gholipour A. 2006. Organizational Behavior. University of Tehran.