ENTREPRENEURIAL CULTURE AND CLIMATE BY

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ENTREPRENEURIAL CULTURE AND CLIMATEBY

• PROF DR ZAIDATOL AKMALIAH LOPE PIHIE
• FAKULTI PENGAJIAN PENDIDIKAN
• UNIVERSITI PUTRA MALAYSIA
• zalp_at_educ.upm.edu.my

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• STRONG CULTURE IMPLIES THAT MOST MANAGERS AND
  EMPLOYEES SHARE A SET OF CONSISTENT VALUES AND
  METHODS OF DOING WORK

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RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURE AND
PERFORMANCE

• Organizational culture can have a significant
  impact on a firms long-term economic
  performance.
• Organizational culture will probably be an even
  more important factor in determining the success
  or failure of firms in the next decade.
• Organizational cultures that inhibit strong
  long-term financial performance are not rare
  they develop easily, even in firms that are
  filled with reasonable and intelligent people.
• Although tough to change, organizational cultures
  can be made more performance enhancing if
  managers understand what sustains a culture.

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CHANGING CULTURE

• Changing core values shared by employees
• Capitalize on dramatic opportunities
• Combine caution with optimism
• Understand resistance to cultural challenge
• Change many elements but maintain some
  continuity.
• Recognize the importance of implementation
• Modify socialization tactics.
• Find and cultivate innovative leadership

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CHANGING BEHAVIOR

• The goal of many cultural change efforts is to
  produce high involvement type of work culture.
• Change program focus on behavior ( Figure 1) tend
  to rely on active involvement and participation
  by many employees. Successfully changing
  behaviors can improve individual and team
  processes in decision making, problem
  identification, problem solving, communication,
  working relationships, and the like. Four
  approaches to organizational change that
  initially focus on people are survey feedback,
  team building, process consultation, and quality
  of work life programs.

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THE TEAM PERFORMANCE CURVE

• FIGURE 1

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CHARACTERISTICOF HIGH PERFORMANCE HIGH
COMMITMENT WORK SYSTEM

• Delegation
• People who have the most relevant and timely
  information or the most appropriate competencies
  for a task are given responsibility for decisions
  and actions.
• Teamwork across boundaries
• All employees in the organization are focused on
  the product and serving customers for the
  product, rather than their functions or
  departments.

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• Empowerment
• Everybody is expected to accept and exercise the
  responsibility necessary to their jobs and help
  others accomplish theirs. Providing opportunities
  to be responsible empowers people- the opposite
  of limiting roles and contributions. No one feels
  free to say, Its not my job.

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• Integration of people and technology
• People are in charge of the technology, instead
  of technology being in charge of the people.
• A shared sense of purpose
• People in the work culture share a vision of the
  organizations purpose and the methods for
  accomplishing this purpose.

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HOW ORGANIZATIONAL CULTURES ARE DEVELOPED,
MAINTAINED AND CHANGED?

• Organizational cultures represents a complex
  pattern of beliefs, expectations, ideas, values,
  attitudes, and behaviors shared by the members of
  an organization. More specifically,
  organizational cultures includes
• Routine behavior when people interact, such as
  organizational rituals and ceremonies and the
  language commonly used
• The norms that are shared by teams throughout the
  organization, such as product quality or price
  leadership
• The philosophy that guides an organizations
  policies towards its employees and customers

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• The rules of the game for getting along in the
  organization or the ropes that a newcomer must
  learn in order to become an accepted member
• The feeling or climate conveyed in an
  organization by the physical layout and the way
  in which managers and employees interact with
  customers and other outsiders.

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LEVELS OF ORGANIZATIONAL CULTURE

• FIGURE 2

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Activity

• Discuss all the elements
• Shared Assumption
• Cultural Values
• Shared behavior
• Cultural Symbols
• Explain all here.

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CORPORATE CULTURE
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METHODS OF MAINTAINING ORGANIZATIONAL CULTURE

• Methods of Maintaining Organizational Culture
• What managers and teams pay attention to
• Reactions to organizational crises
• Managerial role modeling
• Criteria for Rewards
• Criteria for selection and promotion
• Organizational rites, ceremonies, stories

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CHANGING ORGANIZATIONAL CULTURE

• Successfully changing organizational cultures
  requires
• Understanding the old culture first because a new
  culture cant be developed unless managers and
  employees understand where theyre starting from
• Providing support for employees and teams who
  have ideas