1. BY Mrs. Rand Omran Alastal 09-0

2. Kelli J. Schutte William Jewell College Robbins & Judge Organizational Behavior 14th Edition ORGANIZATIONAL CULTURE 9-1

3. After studying this chapter you should be able to: 9-2

4. content  1.  4. Summary and implications for managers 1-3

5. 1. Defining and Classifying Groups JJ 9-4

6.  Each of us has a unique personality—traits and characteristics that influence the way we act and interact with others. When we describe someone as warm, open, relaxed, shy, or aggressive, we’re describing personality traits.  An organization, too, has a personality, which we call its culture. And that culture influences the way employees act and interact with others. Introduction

7.  Organizational culture refers to a system of shared meaning held by members that distinguishes the organization from other organizations.  The shared values, principles, traditions, and ways of doing things that influence the way organizational members act. What Is Organizational Culture?

8. Our definition of organizational culture implies three things.  First, culture is a perception. It’s not something that can be physically touched or seen, but employees perceive it on the basis of what they experience within the organization.  Second, organizational culture is descriptive. It’s concerned with how members perceive the culture and describe it, not with whether they like it.  Finally, even though individuals may have different backgrounds or work at different organizational levels, they tend to describe the organization’s culture in similar terms. That’s the shared aspect of culture.  Research suggests seven dimensions that can be used to describe an organization’s culture. What Is Organizational Culture?

9.  Seven primary characteristics seem to capture the essence of an organization’s culture. 1. Innovation and risk taking. The degree to which employees are encouraged to be innovative and take risks. 2. Attention to detail. The degree to which employees are expected to exhibit precision, analysis, and attention to detail. Characteristics an Organization’s Culture

10. 3. Outcome orientation. The degree to which management focuses on results or outcomes rather than on the techniques and processes used to achieve them. 4. People orientation. The degree to which management decisions take into consideration the effect of outcomes on people within the organization. 5. Team orientation. The degree to which work activities are organized around teams rather than individuals. 6. Aggressiveness. The degree to which people are aggressive and competitive rather than easygoing. 7. Stability. The degree to which organizational activities emphasize maintaining the status quo in contrast to growth. Characteristics an Organization’s Culture

12.  Organizational culture shows how employees perceive the characteristics of an organization’s culture, not whether they like them—that is, it’s a descriptive term.  This is important because it differentiates culture from job satisfaction.  Research on organizational culture has sought to measure how employees see their organization: Does it encourage teamwork? Does it reward innovation? Does it suppress initiative?  In contrast, job satisfaction seeks to measure how employees feel about the organization’s expectations, reward practices, and the like. Although the two terms have overlapping characteristics, keep in mind that organizational culture is descriptive, whereas job satisfaction is evaluative. Culture Is a Descriptive Term

13.  Organizational culture represents a common perception the organization’s members hold. We should therefore expect individuals with different backgrounds or at different levels in the organization to describe its culture in similar terms. That doesn’t mean, however, that there are no subcultures.  Most large organizations have a dominant culture and numerous subcultures. A dominant culture is synonymous with the organization's culture. It expresses the core values a majority of members share and that give the organization its distinct personality.  Core values The primary or dominant values that are accepted throughout the organization  Subcultures tend to develop in large organizations to reflect common problems or experiences members face in the same department or location. The purchasing department can have a subculture that includes the core values of the dominant culture plus additional values unique to members of that department. Do Organizations Have Uniform (unchanging) Cultures?

14.  It’s possible to differentiate between strong and weak cultures. If most employees have the same opinions about the organization’s mission and values, the culture is strong; if opinions vary widely, the culture is weak.  Strong cultures—those in which the key values are deeply held and widely shared—have a greater influence on employees than do weaker cultures. Strong versus Weak Cultures

15. Strong vs. Weak Cultures

16.  Creates a stronger employee commitment to the organization.  Aids in the recruitment and socialization of new employees.  Fosters higher organizational performance by instilling and promoting employee initiative. if values are clear and widely accepted, employees know what they’re supposed to do and what’s expected of them, so they can act quickly to take care of problems. However, the drawback is that a strong culture also might prevent employees from trying new approaches especially when conditions are changing rapidly. Benefits and Drawbacks of a Strong Culture

17.  Take, for example, a so-called “ready-aim-fire” culture. In such an organization, managers will study and analyze proposed projects endlessly before committing to them.  However, in a “ready-fire-aim” culture, managers take action and then analyze what has been done.  Or, say an organization’s culture supports the belief that profits can be increased by cost cutting and that the company’s best interests are served by achieving slow but steady increases in quarterly earnings. Managers are un likely to pursue programs that are innovative, risky, long term, or expansionary.  In an organization whose culture conveys a basic distrust of employees, managers are more likely to use an authoritarian leadership style than a democratic one.  The culture affects how managers plan, organize, lead, and control. How Does Culture Affect Managers?

18. How employees learn culture?

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