Organizational Culture

1
Organizational Culture
2
(No Transcript)
3
(No Transcript)
4
(No Transcript)
5
(No Transcript)
6
(No Transcript)
7
Organizational Culture

• Pervasive, deep, largely subconscious, and tacit
  code that gives the 'feel' of an organization and
  determines what is considered right or wrong,
  important or unimportant, workable or unworkable
  in it, and how it responds to the unexpected
  crises, jolts, and sudden change.
• All new employees must assimilate this code
  ('learn the ropes') to know the correct way to
  behave and what to expect from other employees.
• Organizational culture is the sum total of an
  organization's past and current assumptions,
  experiences, philosophy, and values that hold it
  together, and are expressed in its self-image,
  inner workings, interactions with the outside
  world, and future expectations.

8
Organizational Culture

• Organizational culture is based on shared
  attitudes, beliefs, customs, express or implied
  contracts, and written and unwritten rules that
  the organization develops over time and that have
  worked well enough to be considered valid.
• Also called corporate culture, it manifests in
• (1) the ways the organization conducts its
  business, treats its employees, customers, and
  the wider community,
• (2) the extent to which autonomy and freedom is
  allowed in decision making, developing new ideas,
  and personal expression,
• (3) how power and information flow through its
  hierarchy, and
• (4) the strength of employee commitment towards
  collective objectives.
• It is termed 'strong' or 'weak' to the extent it
  is diffused through the organization.

9
Organizational Culture

• Organizational culture impacts the organization's
  productivity and performance, and provides
  guidelines on customer care and service product
  quality and safety attendance and punctuality
  and concern for the environment.
• It extends also to production-methods, marketing
  and advertising practices, and to new product
  creation.
• Expressed commonly as "It's how we do things
  here," it is unique for every organization and
  one of the hardest things to change.

10
Hofstede

• Figure 7.2
• Masculinity index
• Uncertainty avoidance index
• Figure 7.3
• Power distance index
• Individualism index

11
Culture
12
(No Transcript)
13
(No Transcript)