Culture

Front 1

orgz. culture

Back 1

the shared values, beliefs, and norms which influence the way employees think, feel and act towards others in and outside of the orgz.

Front 2

First level culture

Back 2

surface manifestation of culture- cultures most accessible form which are visible and audible patterns and objects e.g. rolls Royce artifacts- name badges, work wear (polo shirt)

Front 3

Second level culture

Back 3

orgz. values- the beliefs held about how work should be done and situations should be dealt with that guide employee behavior e.g. Motorola 1)uncompromising integrity 2)constant respect for people

Front 4

Edgar Scheins Model 2004

e.g. Google- encouraged to work on whatever they feel is important, easily adaptable environment, university playground, laid back atmosphere

Back 4

Front 5

orgz. socialisation

Back 5

process through which an individuals pattern of behavior and his/her attitudes/motives are influenced to conform with those seen as desirable in a particular organization. Socialisation = important; Edgar Schein-"new orgz. recruits have to be taught to see the orgz. world as their more experienced colleagues do

Front 6

stages socialisation

Back 6

1)pre-arrival stage- period of learning in the process that occurs before an applicant joins an organization

2)encounter stage- new recruit learns about orgz. expectations

3)metamorphosis- new employee adjusts to the organizations values, norms

Front 7

Socialization case study

Back 7

Inculcating Disney values into employees

-Disneys 40 hour training course

-employees speak Disney e.g. customers are guests

-company grooming each employee e.g. hair

-employers discuss early memories Disney

Front 8

Arguments

Back 8

1. culture has vs culture is-

2. integration vs differentiation

3. culture managed vs culture tolerated

4. symbolic leadership vs management control

Front 9

Strong Culture

Back 9

a culture in which an organizations are widely shared among the employees and intensely held by them and which guiders their behavior e.g. Mcdonalds/Apple strong cultures are slow to develop and difficult to change. e.g. IBM strong culture failed company when competition to Apple in 1990s.

Front 10

weak culture

Back 10

a culture in which there is little agreement among employees about their organizations core values the way things are supposed to be

Front 11

advantages strong culture

Back 11

Advan- differentiates organization

Allows employees to identify themselves w/ the organization

facilitates behavior desired by management among employees

creates stability in orgz.

Front 12

disadvantages strong culture

Back 12

Dis- makes merging more difficult

attracts, retains similar kings employees

creates extreme behaviours

makes adapting difficult

Front 13

types of organizational culture

Charles Handy

Back 13

1) power culture- have single dominant individual who exerts those with a similar viewpoint, little emphasis on discussion e.g. small companies run by founder

2) Role- organizations emphasize the importance of rules, procedures, and job descriptions. they operate by the book e.g. advertising agencies

3) Person- culture organizations are focuses on individuals, exist for benefit of members include star-performer e.g IT start up companies

4) task- job or project orientated working as a team, influence is based on expertise rather than position and personal power e.g. advertising agencies

Front 14

types of organizations culture

Rob Goffee & Gareth Jones (2003)

Back 14

sociability- concerns emotional relationships with each other

solidarity- task orientated co-operation the degree to which members think and act in similar ways

Front 15

Rob Goffee & Gareth Jones (2003)

diagram explained..

Back 15

communal culture- members are friendly to each other, think and act differently. stimulates creativity

networked culture- staff thinks alike, not friendly. rapidly changing highly competitive firms , employees seek to maximize personal gains only co-operate when they see their own benefits and rewards

fragmented culture- employees think and act differently, showing little liking each other

Front 16

Can a common organizational culture in a multi-national firm be undermined by the strengths of the national cultures.

Back 16

Yes. e.g. Japanese culture- food brings people together/shared tables and pots. food with bread considered snack vs mcdonalds hamburgers eaten seperately it has become ahngout place younger kids

Front 17

Hofstedes five dimensions of national culture

Back 17

1. social orientation- relative importance of the interests of the individual versus the interest of the group

2. power orientation- the appropriateness of power/authority within organizations

3. uncertainty orientation- emotional response to uncertainty and change

4. goal orientation- motivation achieve goals,

5. time orientation- time outlook on work and life- value dedication, hard work, short term outlook value traditions social obligations