【管理类】组织行为学(11)cpq.pptx

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1、Chap.17 Organization Culture14.1 What is Organization Culture 1.Instituationalization:A forerunnerWhen an organization takes on a life of its own,apart from any of its members,&acquires immortality-the notion nearly 50 years ago existing beyond the life of any of one member,going beyond its original

2、 missionStructure:20 years ago,organization was view as rational means by which to coordinate&control a group of peopleculture:organizations have personalities too,just like individuals;each has a unique feeling&character beyond its Structural characteristics.The role playing in the lives of its mem

3、bers.2.A DefinitionA common perception held by the organizations members;a system of shared meaning.primary characteristics:exists on a continuum from low to high,give a composite picture 1)innovation&risk taking 2)attention to detail 3)outcome orientation 4)people orientation 5)team orientation 6)a

4、ggressiveness 7)stabilitydistinction between culture&job satisfaction:descriptive term perceived,evaluative3.Cultural Typologies identified 4 cultural“types”Academy:a place for steady climbers to master each job they hold.recruiting young graduates,special training,steering through a myriad with a p

5、articular functionclub:place a high value on fitting in,commitment,loyalty.baseball team:entrepreneurially oriented haven for risk taker&innovatorsfortress:preoccupied with survival.Fell on hard times&seeking to reverse its sagging fortunescant be neatly categorized into one because they have a blen

6、d of-or are in transition.Personality-culture match4.SubcultureAll sorts of ideologies shared by a few,many,all Organizational members Dominant culture:expresses the core values that are shared by a majority of the-members.Macro view giving an-s distinction personality,uniform interpretation of the

7、appropriate behaviorcore values:the primary or dominant values that are accepted throughout the organization Subculture:minicultures within an-,typically defined by department designations&geographical separation core values+additional values 5.Strong Cultures&FormalizationStrong Cultures:cultures w

8、here the core values are intensely held&widely sharedthe more members accepting,the greater their commitment to,the strong the value is.Low turnover have a great influence on the behavior of its members because the high degree of sharedness&intensity creates an internal climate of high behavioral co

9、ntrol substitute for formalization:2 different roads to a common destination.Formal rules®ulations will be internalized in employees when they accepted the-culture.Achieves the same end-increases behavioral consistency without the need for written documentation6.Organization vs.National Culture S

10、ocietal culture applied at the-al level.The strength of the-al cultures effect on the behavior of-depends on the strength of the-culturenational culture has a great impact on employees than does their-s culture Geert Hofstede cross-culture comparison Individualism&Collectivism,Power distance,Uncerta

11、inty avoid,Quantity or Quality of lifeThe Kluckhohn-Strodbeck FrameworkRelationship to its environment-subjugate,harmony,dominate;Time orientation-past,present,future;Nature of human-dominant motive:good,evil,mixed;Activity orientation-doing,being,control;Focus of responsibility-individualistic,grou

12、p,hierarchical;Conception of space-private,mixed,public The nature of reality and truth;The nature of human relationship-Intercourse way,Competitive or Cooperative,High organized or autonomous,Participate D-M;Homogeneity vs.diversityChap.17 Organization Culture14.2 What does Culture do1.Cultures Fun

13、ctionsA boundary-defining role-create distinctionConveys a sense of identity for-al memberfacilitate the generation of commitment to sth.Larger than ones individual self-interestenhance social system stabilityincreasingly important in the 1990s 2.Culture as a liability potentially dysfunctional aspe

14、cts of cultureBarrier to change:for many-s with strong culture,practices that led to previous successes can lead to failure when those practices no longer match up well with environmental needs.Barrier to diversity:strong culture can be liabilities when they effectively eliminate those unique streng

15、ths that people of different backgrounds bring to the-.Barrier to M&A:historically,the key factors in making M&A decisions were financial advantages or product synergy;In recent years,culture compatibility has become the primary concern.Chap.17 Organization Culture14.3 Creating&Sustaining Culture1.H

16、ow a Culture BeginsLargely due to what it has done before&the degree of success it has had with those endeavorsFounders-the ultimate sourcea major impact on its early culture;a vision of what the-should be;unconstrained by previous customs or ideologiesthe small size further facilitates the founders

17、 imposition of their vision on all employees2.Keeping a Culture AliveSelection in recruitment:identify who can perform the job well,the final decision about hiring is up to whose value is essentially consistent with the-.top management-the actions of-set up models of norms that filter down through-.

18、socialization:the process that adapts employees to the organizations culture.3 stages prearrival:the period of learning in the-that occurs before a new employee joining.Beyond the specific job encounter:the stage in which a new employee sees what the-is really like&confronts the possibility that rea

19、lity&expectations may diverge.The most critical metamorphosis:the stage in which a new employee adjusts to his work groups values&norms3.Summary:how cultures formAlternatives designed to bring about the desired metamorphosis:Formal vs.Informal;Individual vs.Collective;Fixed vs.Variable;Serial vs.Ran

20、dom;Investiture vs.Divestituresummary the evolution:philosophy of the founders-Selection criteria-Top management,Socialization-Organization cultureChap.17 Organization Culture14.4 How employees learn Culture1.Centrality of SymbolismTransmitted to employees in a number of forms,Denotative-direct,Conn

21、otative-broader useStories:typically containing a narrative of events circulate through-,anchor the present in the past&provide explanations&legitimacy for current practices.Rituals:repetitive sequences of activities that express&reinforce the key values of the-,what goals are most important,which p

22、eople are important&which are expendable Material System:business conditions,layout,executive perks,dress attire-convey who is importantLanguage:used as a way to identify members of a culture or subculture-attest to their acceptance of the culture acronym,jargon2.What is Culture?Working Definition:S

23、hared assumptions a given group has developed to deal with the problems of external adaptation and internal integration.Historical(passed across cohorts and generations)Moral force(normative,not utilitarian)“The way we do things around here”(cognitive dimension-taken for granted)Associated with the

24、stability of the groupDifferentiating/identity device(relative to other groups)Associated with the intensity of common problems faced by the groupChanges across time,usually slow&small changesProduct&Process,Culture&Structure3 Scheins Model of Organizational CultureArtifacts What you observe(see,fee

25、l,hear)Espoused What you areValues toldBasicAssumptionsWhat participants take for granted 4.How does Culture Change?Natural evolutionManaged evolution(-s learning and development)Challenges to Cultural Assumptions:Charismatic leadershipScandalsInfusion of“outsiders”Mergers&acquisitionsCoercive persu

26、asion(“turn-around”)Self-destruction&reconstruction5.Toward A Cultural Analysis of OrganizationFocusing on Symbols&MeaningIdentifying Various Form of Social ControlRecognizing SubculturesDiagnosing Organizational CultureLooking Across Culture -Strong culture,Cultural compatibilitiesInteraction among

27、 cultures6.The Relevant Cultures in a“Global Organization”A.Country Cultures-based on nationalðnic originsB.Industry Cultures-based on technological and social histories of industriesC.Organizational Cultures-based on a given-s historyD.Organizational Subcultures:1.Based on occupational shared assumptions2.Based on sub-group histories:Functional groupsGeographically isolated groups“Shared task or fate”groupsE.“Professional/Functional”Subcultures1.Managerial culture2.Culture of“universal”functions e.g.finance,personnel,R&D