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23 Cards in this Set
- Front
- Back
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Organizational Culture
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A system of shared assumptions, values, and beliefs that show people what is appropriate and inappropriate behavior
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Why does it matter
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- might be strongest asset or biggest liability
- Control mechanism dictating employee behavior - May enjoy competitive edge advantage - May be related to increased performance |
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Levels of Organization
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- Artifacts
- Values - Assumptions |
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Assumptions
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Basic level - reflect beliefs about human nature and reality
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Values
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Middle Level - hared principles, standards, and goals
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artifacts
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Surface Level - visible, tangible aspects of organizational culture
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Innovative Cultures
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flexible and adaptable, and experiment with new ideas.
These companies are characterized by a flat hierarchy in which titles and other status distinctions tend to be downplayed |
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Aggressive Cultures
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value competitiveness and outperforming competitors: By emphasizing this, they may fall short in the area of corporate social responsibility
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Outcome-Oriented Cultures
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those that emphasize achievement, results, and action as important values
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Stable Cultures
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are predictable, rule-oriented, and bureaucratic. These organizations aim to coordinate and align individual effort for greatest levels of efficiency
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People-Oriented Cultures
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value fairness, supportiveness, and respect for individual rights. These organizations truly live the mantra that “people are their greatest asset.” In addition to having fair procedures and management styles, these companies create an atmosphere where work is fun and employees do not feel required to choose between work and other aspects of their lives
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Team-Oriented Cultures
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are collaborative and emphasize cooperation among employees
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Detail-Oriented Cultures
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characterized in the OCP framework as emphasizing precision and paying attention to details. Such a culture gives a competitive advantage to companies in the hospitality industry by helping them differentiate themselves from others
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Service Culture
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mployees are trained to serve the customer well, and cross-training is the norm. Employees are empowered to resolve customer problems in ways they see fit. Because employees with direct customer contact are in the best position to resolve any issues, employee empowerment is truly valued in these companies.
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Safety Culture
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safety-sensitive jobs are performed, creating and maintaining a safety culture provides a competitive advantage, because the organization can reduce accidents, maintain high levels of morale and employee retention, and increase profitability
by cutting workers’ compensation insurance costs |
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Strength of Culture
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is one that is shared by organizational members. [26] In other words, if most employees in the organization show consensus regarding the values of the company, it is possible to talk about the existence of a strong culture.
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Challenges of a strong culture
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- difficulty of changing a strong culture
- may also be a liability during a merger |
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Culture Creation
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Founders values and preferences + Industry Demands = Early values, goals, assumptions
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Culture Maintenance
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Attraction selection - attrition
New employee on-boarding Leadership Reward System |
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Attraction - Selection Attrition
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People are attracted to the culture of the company if they find that it is not the culture they want they leave thus maintaining their culutre
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New Employee Onboarding
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refers to the process through which new employees learn the attitudes, knowledge, skills, and behaviors required to function effectively within an organization
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Visual elements of culture
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Mission Statement
Stories Physical Layout Rules & Policies Rituals |
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How Do Cultures Change
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1. Create a sense of urgency
2. Change leaders and the key players 3. Role Model 4. Train 5. Change the reward System 6. Crete new stories and symbols |
