Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 1 ©20 01 by Prentice Hall, Inc. Mgt 4310

Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 2 ©20 01 by Prentice Hall, Inc. Organizational Culture Pattern of shared values and beliefs that produce certain norms of behavior

Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 3 ©20 01 by Prentice Hall, Inc. Sources of Culture Values of founder or strong leaders Learned solutions to problems over time

Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 4 ©20 01 by Prentice Hall, Inc. Functions of Organizational Culture Provides a sense of identity Generates commitment Serves as a control mechanism Enhances implementation of strategy

Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 5 ©20 01 by Prentice Hall, Inc. Strong Cultures Have more values and beliefs of high -- consensus = degree of agreement about the norms -- intensity = degree of commitment to and valuing of the norms (evoking approval/disapproval)

Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 6 ©20 01 by Prentice Hall, Inc. Strong Cultures Advantages Clear sense of purpose More value-driven decision making Employee commitment Disadvantages Pressure for conformity Resistance to change

Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 7 ©20 01 by Prentice Hall, Inc. Identifying Culture Stories Symbols Jargon Rituals and Ceremonies Statements of Principles

Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 8 ©20 01 by Prentice Hall, Inc. How Culture is learned/transferred Leaders: What they pay attention to, measure, devote resources to, and model Participation in decision making: adds choice and responsibility for outcomes Information from others: we use how others behaviour as a cue to how we should behave

Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 9 ©20 01 by Prentice Hall, Inc. Person/organization fit: Criteria for recruitment, selection, promotion, retirement, and termination Reward systems: criteria for allocating rewards and status How Culture is learned/transferred

Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 10 ©20 01 by Prentice Hall, Inc. Top Management’s: *Beliefs *Values *Actions “Perceived” Values, Philosophy *Consistent *Intensity *Consensus Communication *Credible *Consistent *Salient Rewards *Money *Promotion *Approval

Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 11 ©20 01 by Prentice Hall, Inc. Characteristics of Strong Cultures Easily identified dominant values Selection process targets people who fit the culture Socialization and training teach newcomers “the ropes” Employees who don’t fit are fired Rewards for acting in accordance with the culture Leaders and managers send clear signals about desired values and norms