*Chapter 13

 

Overview, II

  • What is organizational culture?

    • A system of shared values, norms, and assumptions about the organization that influence worker behavior

 

Overview, III

  • What about subcultures?

    • Source of critical review of the dominant culture

    • Source of emerging values

 

Levels of org culture, I

  • Level 1: observable artifacts

    • Physical manifestations of culture

  • Level 2: values

    • Espoused: explicitly stated values and norms preferred by an organization (what the org says)

    • Enacted: (what the org does): values and norms actually exhibited in an organization

 

Levels, III

  • Level 3: basic assumptions

    • Nonconscious, taken-for-granted perceptions that influence employee behavior

 

Types of org culture, I

  • Organizational cultures vary on two dimensions

    • Internal vs. external focus

      • Internal: inner workings of the organization, employees, etc

      • External: customers, shareholders, etc.

    • Flexibility & discretion vs. stability & control

      • Allowing employees more leeway in how things are done vs. doing things in a more standardized manner

 

Types, II

  • Clan culture

    • Internal focus (focus is on employees) and values flexibility and discretion

  • Adhocracy culture

    • External focus (focus on creating products/services for customers) and values flexibility and discretion

 

Types, III

  • Market culture

    • External focus (beating competitors, obtaining more customers, etc.) and values stability and control

  • Hierarchy culture

    • Internal focus and values stability and control (structured work environment, efficiency is carefully defined and measured, etc.)

 

Deciphering org culture, I

  • Culture is often taught through:

    • Physical structures or symbols

      • The building style, the office layout, any statues, other items, etc.

    • Stories/legends

      • A narrative based on true events, which is repeated (and sometimes embellished) to emphasize a particular value

    • Organizational language

      • How employees talk to each other, how they describe customers, how they express emotions, etc.

 

Deciphering org culture, II

  • Rituals and ceremonies

    • Rituals: programmed routines of daily organizational life (e.g., how much time employees take for lunch, how early employees arrive to work, the order in which tasks are completed, etc.)

    • Ceremonies: planned activities that celebrate important occasions and accomplishments in an organization's life

 

Person-organization (P-O) fit

  • The extent to which your personality and values match the culture in an organization

 

 Organizational Socialization, I

  • What is it?

    • The process by which people learn/internalize the values, norms, and (required) behaviors of an organization

  • Socialization stages (own slides)

 

OS, II

  • Stage 1: pre-employment

    • Your preparation to start the new job (or attend the new school) is based on what you think the job/school will be like

  • Stage 2: encounter

    • Upon arrival, you compare your expectations of the organization with the reality that you encounter

    • Reality shock: the stress you experience when the reality is MUCH worse than your expectations

 

OS, III

  • Stage 3: role management

    • You attempt to build relationships with peers/co-workers

    • You attempt to adopt the values of the org

    • You attempt to resolve conflicts between work and personal life

 

Implications for managerial practice

  • Acknowledgement of subcultures is important for organizational adaptation to current future economic conditions

  • Use multiple methods to present your org culture to new employees

  • Ensure espoused values match enacted values