Organizational Identity, Commitment, and Culture

Identity

Who or what a person or thing is. This is characterized by what is central, distinct, and enduring

Central

Identity indicates the persons core values. Provides connects to similar others.

Distinct

Identity helps to distinguish people from one another

Enduring

Identity has a sense of continuity over time.

Identities purpose

Identity provides people with a place in the social world. People seeks to find, maintain, and improve social standing.

Sense of Self

Status = pride(what we think)+Respect(what other people think)

Organizational Commitment

a person’s psychological attachment to an org.

3 ways people can be influenced by orgs

Rewards, Need for affiliation, shared values

Rewards

Compliance

Need for affiliation and Shared values

identification

Conforming to the ideal

gains in utility(value)

Departing from ideal

loss of utility

Compliance

Doing what is demanded of you to avoid negative consequences. This is minimal commitment with little benefit to the org

Identification

Employees see an overlap or similarity between their values and the orgs. They take pride in their affiliation with the org and want to belong. This is strong commitment with great benefits to the org.

Organiszational Culture

a system of shared meaning held by members that distinguishes the org from other orgs.

Core Values

The primary or dominant values that are accepted throughout the org

Dominant culture

A culture that express the core values shared by most org members

Subcultures

Mini-cultures within organizational, typically defined by department designation and geographical separation.

Cultures purpose

creates distinctions, commitment to something larger than oneself

social glue

shared expectations of how to act

Culture’s dangers

strong culture hinders rapid change, assimilation can decrease the value of diversity, Negative attitudes and behavior spread

Culture Strength

The degree to which core values are held and shared between employees. Stronger culture leads to greater influence on employee behavior and less turnover.

Positive Culture

Builds on employee strengths, Rewards more than punishes, encourages vitality and growth

Ethical Culture

The shared concepts of right and wrong between employees, Reflects the true values of the org, Influences ethical decisions of members, can differ from an individuals personal views

Ethical Climates

Indicates general mindset, expectations, and values.

Independence

Rely on individual employees to determine right and wrong

Caring

Focus on benefitting the greatest number of stake holders

Law and Code

External standards, professional codes of conduct

Rules

Internal standards, policies, regulations

Instrumental

Focuses more on self interest with an emphasis on outcomes

5 steps of building culture

Role modeling, communicate ethical expectations, provide ethical training, Rewards and punish, and formal protective

Cultural formation

primarily occurs through stories, rituals, symbols, and language

external environment

an inclusive concept that involves all outside factors and influences that impact the operation of business that an org must respond to.

Globalization

combination of external forces shaping environments of orgs

environmental complexity

the number of elements in the environment such as competitors, supplies, and customers

Low uncertainty, simple and stable

low eternal elements, elements remain the same or change slowly

Low to Moderate Uncertainty, Complex and Stable

High external elements, elements remain the same or change slowly

High to moderate uncertainty, Simple and unstable

low eternal elements, elements change frequently

complex and unstable

High external elements,elements change frequently

organization complexity

the amount of complexity derived from the environment where the org operates