Organizational Culture

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Organizational Culture

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A system of shared meaning held by members that distinguishes the organization from other organizations

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7 primary characteristics of organizational culture

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Innovation and risk taking

.The degree to which employees are encouraged to be innovative and take risks

.2. Attention to detail. The degree to which employees are expected to exhibit precision, analysis, and attention to detail.3. Outcome orientation. The degree to which management focuses on results or outcomes rather than on the techniques and processes used to achieve them.

4. People orientation. The degree to which management decisions take into consideration the effect of outcomes on people within the organization.

5. Team orientation. The degree to which work activities are organized around teams rather than individuals.6. Aggressiveness. The degree to which people are aggressive and competitive rather than easygoing.

7. Stability. The degree to which organizational activities emphasize maintaining the status quo in contrast to growth.

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dominant culture

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A culture that expresses the core values that are shared by a majority of the organization’s members.

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core values

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The primary or dominant values that are accepted throughout the organization.

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subcultures

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Minicultures within an organization, typically defined by department designations and geographical separation.

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strong culture

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culture in which the core values are intensely held and widely shared.

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organizational climate

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The shared perceptions organizational members have about their organization and work environment.

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institutionalization

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condition that occurs when an organization takes on a life of its own, apart from any of its members, and acquires immortality.

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socialization

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process that adapts employees to the organization’s culture.

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prearrival stage

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period of learning in the socialization process that occurs before a new employee joins the organization.

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encounter stage

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The stage in the socialization process in which a new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge.

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metamorphosis stage

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The stage in the socialization process in which a new employee changes and adjusts to the job, work group, and organization.

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rituals

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Repetitive sequences of activities that express and reinforce the key values of the organization, which goals are most important, which people are important, and which are expendable.

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material symbols

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What conveys to employees who is important, the degree of egalitarianism top management desires, and the kinds of behavior that are appropriate.

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positive organizational culture

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A culture that emphasizes building on employee strengths, rewards more than punishes, and emphasizes individual vitality and growth