1. Organizational Culture

2. Organizational culture
Set of key characteristics that the organization values that distinguishes the organization from other organizations

3. Characteristics of Organizational Culture
Innovation and risk taking
Attention to detail
Outcome orientation
People orientation
Team orientation
Aggressiveness
Stability

4. Culture is a Descriptive Term
Organizational culture is concerned with how employees perceive the seven characteristics of an organization’s culture, not whether or not they like them

5. Do Organizations Have Uniform Cultures?
A dominant culture expresses the core values that are shared by a majority of the organization’s members
Subcultures tend to develop in large organizations to reflect common problems, situations, or experiences that members face
Core values-основные ценности
Dominant-доминирующий
Tend-тенденция
Reflect-размышлять

6. Strong vs. Weak Cultures
In a strong culture, the organization’s core values are both intensely held and widely shared
Strong cultures will:
Have great influence on the behavior of its members
Result in lower employee turnover
Intensely held-сильно
проведенный
Turnover-товарооборот

7. Organizational Culture vs. National Culture
National culture has a greater impact on employees than does their organization’s culture
Expect that organizations hire employees who are a good fit with the organization’s dominant culture even though they may not fit the national culture
Fit-пригодный
Hire-наём

8. Culture’s Functions Boundary-defining role Conveys a sense of identity
Facilitates the generation of commitment
Enhances social system stability
Sense-making and control mechanism
Boundary-defining role -Граница определяющая роль
Conveys a sense of identity-Передавать чувство идентичности

9. Culture as a Liability
Shared values do not agree with organization’s effectiveness
Dilemma of hiring a diverse workforce but wanting people to fit into a single culture
Cultural incompatibility in mergers and acquisitions
Shared values-разделенные ценности
Diverse workforce-Разнооб-
разная рабочая сила
Incompatibility-несовместимость
Merger-слияние компании
Acquisitions-приобретения

10. How a Culture Begins
Ultimate source of an organization’s culture is its founders
Culture is created in three ways:
Founders hire and keep those who think and feel the same way they do
They indoctrinate and socialize these employees to their way of thinking and feeling
Their behavior acts as a role model encouraging employees to identify with them
Indoctrinate-ознакомить
encouraging-ободрить

11. How Organization Cultures Form

12. How Employees Learn Culture
Stories
Rituals
Material Symbols
Language

13. Managing Cultural Change
Cultural change is most likely to take when the following conditions exist:
Dramatic crisis exists or is created
Turnover in leadership
Young and small organization
Weak culture

14. Creating an Ethical Organizational Culture
Be a visible role model
Communicate ethical expectations
Provide ethical training
Visibly reward ethical acts and punish unethical ones
Provide protective mechanisms

15. Managerial Action to Make Culture More Customer Responsive
Selection
Training
Structural design
Empowerment
Leadership
Performance evaluation
Reward systems

16. Implications for Managers
Create the culture you want when the organization is small
If established culture needs to be changed, expect it to take years