Organizational culture Organizational culture is concerned with how employees percieve the characteristics of an organization’s culture, not with whatever or not they like them.

7 primary characteristics that, in aggregate, capture the essence of an organizations culture. 1) Innovation and risk taking. (the degree to which employes are encouraged to be innovative and take risks. 2) Attention to detail. (the degree to which employees are expected to expected to exhibit precision, analysis, and attention to detail). 3) Outcome orientation. (fokus on results or outcomes) 4) People orientattion. (decisions take into consideration the effect of outcomes on people within the organization)

5) Team orientation: (the degree to which work activities are organised around teams rather than individuals). 6) Aggressiveness: (the degree to which people are aggressive and competitive rather than easygoing). 7) Stability: (to which degree organizational activities emphasize maintain the status que in contrast to growth).

What do cultures do It creates distinctions between one organisation and others. It conveys a sense of identity for organization members. Defines the rules of the game Culture facilitates the generation of commitment to something larger than one’s individual self interest. Enhances the stability of the social system

Potentially dysfunctional aspects of culture Barries to change Barries to Diversity (hire diverse individuals because of their qualifications, but it is difficult to accept the organizations core cultural values) Barries to Acquisitions and Mergers (this is a very dificult task, because in merging two diffent cultures will meet)

How employees learn culture Stories (stories anchor the present in the past and provide explanations and legitimacy for current practices) Rituals (if you cross the polarcircle, flying a ballon, you a ritual will take place – water over head??????) Material symbols Language (acronyms and jargon)