Culture
Culture
Culture
organizational behavior
stephen p. robbins
Chapter 16
Organizational
Culture
ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O N
© 2005 Prentice Hall Inc. WWW.PRENHALL.COM/ROBBINS PowerPoint Presentation
All rights reserved. by Charlie Cook
Institutionalization:
Institutionalization: AA Forerunner
Forerunner of
of Culture
Culture
Institutionalization
When an organization takes on a life of its own,
apart from any of its members, becomes valued for
itself, and acquires immortality.
Organizational Culture
Characteristics:
Characteristics:
A common perception
held by the organization’s 1.1. Innovation
Innovationand
andrisk
risk
taking
taking
members; a system of
shared meaning. 2.2. Attention
Attentionto
todetail
detail
3.3. Outcome
Outcomeorientation
orientation
4.4. People
Peopleorientation
orientation
5.5. Team
Teamorientation
orientation
6.6. Aggressiveness
Aggressiveness
7.7. Stability
Stability
Dominant Culture
Expresses the core values that
are shared by a majority of
the organization’s members.
Subcultures
Minicultures within an
organization, typically defined
by department designations
and geographical separation.
Core Values
The primary or dominant values that are accepted
throughout the organization.
Strong Culture
A culture in which the
core values are intensely
held and widely shared.
Culture’s
Culture’sFunctions:
Functions:
1.1. Defines
Definesthe
theboundary
boundarybetween
betweenone
oneorganization
organization
and
andothers.
others.
2.2. Conveys
Conveysaasense
senseof
ofidentity
identityfor
forits
itsmembers.
members.
3.3. Facilitates
Facilitatesthe
thegeneration
generationofofcommitment
commitmentto
to
something
somethinglarger
largerthan
thanself-interest.
self-interest.
4.4. Enhances
Enhancesthe
thestability
stabilityof
ofthe
thesocial
socialsystem.
system.
5.5. Serves
Servesas asaasense-making
sense-makingand
andcontrol
controlmechanism
mechanism
for
forfitting
fittingemployees
employeesininthe
theorganization.
organization.
Culture
Cultureas
asaaLiability:
Liability:
1.1. Barrier
Barrierto
tochange.
change.
2.2. Barrier
Barrierto
todiversity
diversity
3.3. Barrier
Barrierto
toacquisitions
acquisitionsand
andmergers
mergers
Prearrival Stage
The period of learning in the socialization process that occurs
before a new employee joins the organization.
Encounter Stage
The stage in the socialization process in which a new employee
sees what the organization is really like and confronts the
possibility that expectations and reality may diverge.
Metamorphosis Stage
The stage in the socialization process in which a new employee
changes and adjusts to the work, work group, and organization.
E X H I B I T 16–2
E X H I B I T 16–2
•• Formal
Formalversus
versusInformal
Informal
•• Individual
Individualversus
versusCollective
Collective
•• Fixed
Fixedversus
versusVariable
Variable
•• Serial
Serialversus
versusRandom
Random
•• Investiture
Investitureversus
versusDivestiture
Divestiture
E X H I B I T 16–4
E X H I B I T 16–4
•• Stories
Stories
•• Rituals
Rituals
•• Material
MaterialSymbols
Symbols
•• Language
Language
Managerial
ManagerialActions
Actions::
•• Select
Selectnew
newemployees
employeeswith
withpersonality
personalityand
and
attitudes
attitudesconsistent
consistentwith
withhigh
highservice
service
orientation.
orientation.
•• Train
Trainand
andsocialize
socializecurrent
currentemployees
employeestotobe
be
more
morecustomer
customerfocused.
focused.
•• Change
Changeorganizational
organizationalstructure
structureto
togive
give
employees
employeesmoremorecontrol.
control.
•• Empower
Empoweremployees
employeesto
tomake
makedecision
decisionabout
about
their
theirjobs.
jobs.
Managerial
ManagerialActions
Actions(cont’d)
(cont’d)::
•• Lead
Leadby
byconveying
conveyingaacustomer-focused
customer-focusedvision
vision
and
anddemonstrating
demonstratingcommitment
commitmenttotocustomers.
customers.
•• Conduct
Conductperformance
performanceappraisals
appraisalsbased
basedon
on
customer-focused
customer-focusedemployee
employeebehaviors.
behaviors.
•• Provide
Provideongoing
ongoingrecognition
recognitionfor
foremployees
employeeswho
who
make
makespecial
specialefforts
effortsto
toplease
pleasecustomers.
customers.
Workplace Spirituality
The recognition that people have an inner life that
nourishes and is nourished by meaningful work that
takes place in the context of the community.
Characteristics:
Characteristics:
• • Strong
Strongsense
senseof
ofpurpose
purpose
• • Focus
Focuson
onindividual
individualdevelopment
development
• • Trust
Trustand
andopenness
openness
• • Employee
Employeeempowerment
empowerment
• • Toleration
Tolerationof
ofemployee
employeeexpression
expression
E X H I B I T 16–5
E X H I B I T 16–5
E X H I B I T 16–6
E X H I B I T 16–6