1. Robbins & Judge Organizational Behavior 13th Edition Organizational Culture Bob Stretch Southwestern College 17-0© 2009 Prentice-Hall Inc. All rights reserved.

2. Organizational Culture – A common perception held by the organization’s members; a system of shared meaning © 2009 Prentice-Hall Inc. All rights reserved.17-1

3. Seven primary characteristics: 1.Innovation and risk taking 2.Attention to detail 3.Outcome orientation 4.People orientation 5.Team orientation 6.Stability © 2009 Prentice-Hall Inc. All rights reserved.17-2

4. What Do Cultures Do? Culture’s Functions 1.Defines the boundary between one organization and others 2.Conveys a sense of identity for its members 3.Enhances the stability of the social system © 2009 Prentice-Hall Inc. All rights reserved.17-3

5. Keeping Culture Alive Selection – Concerned with how well the candidates will fit into the organization – Provides information to candidates about the organization Top Management – Senior executives help establish behavioral norms that are adopted by the organization Socialization – The process that helps new employees adapt to the organization’s culture © 2009 Prentice-Hall Inc. All rights reserved.17-4

6. Socialization Program Options Choose the appropriate alternatives: – Formal versus Informal – Individual versus Collective – Fixed versus Variable – Serial versus Random – Investiture versus Divestiture Socialization Outcomes: – Higher productivity – Greater commitment – Lower turnover Exhibit 17-3 © 2009 Prentice-Hall Inc. All rights reserved.17-5

7. Creating an Ethical Organizational Culture Characteristics of Organizations that Develop High Ethical Standards – High tolerance for risk – Focus on means as well as outcomes Managerial Practices Promoting an Ethical Culture – Being a visible role model – Providing ethical training – Rewarding ethical acts and punishing unethical ones – Providing protective mechanisms © 2009 Prentice-Hall Inc. All rights reserved.17-6

8. Creating a Positive Organizational Culture Positive Organizational Culture – A culture that: Builds on employee strengths – Focus is on discovering, sharing, and building on the strengths of individual employees Rewards more than it punishes Emphasizes individual vitality and growth – Helping employees learn and grow in their jobs and careers © 2009 Prentice-Hall Inc. All rights reserved.17-7

9. Spirituality and Organizational Culture Workplace Spirituality – The recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of the community People seek to find meaning and purpose in their work. © 2009 Prentice-Hall Inc. All rights reserved.17-8

10. Why Spirituality Now? – Job demands have made the workplace dominant in many people’s lives, yet they continue to question the meaning of work. – The desire to integrate personal life values with one’s professional life. © 2009 Prentice-Hall Inc. All rights reserved.17-9

11. Characteristics of a Spiritual Organization Concerned with helping people develop and reach their full potential Directly addresses problems created by work/life conflicts Four characteristics of spiritual organizations: 1.Strong sense of purpose 2.Trust and respect 3.Humanistic work practices 4.Toleration of employee expression © 2009 Prentice-Hall Inc. All rights reserved.17-10

12. Criticisms of Spirituality What is the scientific foundation? – It is still pending: needs more research © 2009 Prentice-Hall Inc. All rights reserved.17-11

13. Global Implications Organization cultures, while strong, can’t ignore local culture Managers should be more culturally sensitive by: – Speaking slowly and in a low tone – Listening more – Avoiding discussions of religion or politics All global firms need to be more culturally sensitive © 2009 Prentice-Hall Inc. All rights reserved.17-12

14. Summary and Managerial Implications Strong cultures are difficult for managers to change – In the short run, strong cultures should be considered fixed Selecting new hires that fit well in the organizational culture is critical for motivation, job satisfaction, commitment, and turnover Socialization into the corporate culture is important As a manager, your actions as a role model help create the cultural values of ethics, spirituality, and a positive culture © 2009 Prentice-Hall Inc. All rights reserved.17-13