1. Chapter Four: 4.1 ORGANIZATIONAL CULTURE
INTRODUCTION
DEFINING AND ANALYZING ORGANIZATIONAL
CULTURAL
CONTROLLING THE ORGANIZATIONAL CULTURE
ORGANIZATIONAL CULTURE AND NATIONAL
CULTURE
IMPLICATIONS FOR THE MANAGER
SUMMARY
EXERCISE.

2. Chapter Four: 4.2 DEFINING ORGANIZATIONAL CULTURE
Most definitions EITHER
focus on structures, systems, and regulations imposed by management OR
focus on the members’ sense of “how we do things here”
This book defines organizational culture as
members’ experience of structures implemented by
management AND their attitudes and expectations.
When these do not correspond, tensions arise.

3. Chapter Four: 4.3 POSITIVE/NEGATIVE and STRONG/WEAK ORGANIZATIONAL CULTURES
The culture is POSITIVE when its members support
and trust top management.
This occurs when
official relationships are considered reasonable. Top management communicate effectively and fairly with members
members perceive that they have a stake in company outcomes. Profits and losses are shared fairly
- demands for productivity are considered reasonable.

4. (4.3) STRONG/WEAK ORGANIZATIONAL CULTURES
The organizational culture is STRONG when
it is cohesive; group members share the same values, beliefs, and attitudes
members can easily communicate between themselves
members depend upon each in meeting individual needs.

5. Chapter Four: 4.4 THE FOUR ALTERNATIVES
a. a positive, strong culture. b. a negative, strong culture.
c. a positive, weak culture. d. a negative, weak culture.
POSITIVE
NEGATIVE a.
positive, strong b.
negative, strong d.
positive, weak c.
negative, weak
STRONG
WEAK

6. Chapter Four: 4.5 CONTROLLING THE ORGANIZATIONAL CULTURE
Management has MOST control over
STRATEGIC FACTORS including strategic goals and strategic plans
FORMAL STRUCTURES including responsibilities and relationships
TECHNOLOGY including product and process technologies
the OFFICIAL PROFILE projected to members and to the environment

7. (4.5) Management has LEAST control over Members’ INFORMAL systems
factors in the BUSINESS ENVIRONMENT, including economic, market and industry factors
the NATIONAL CULTURE.