2200.2008.Ch13%20Organizational%20Culture

2200.2008.Ch13%20Organizational%20Culture - Stphane Guerraz...

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Unformatted text preview: Stphane Guerraz Langara OB2200 / 2008 1 Agenda Chapter 13 Organizational Culture Levels of analysis of a culture Organizational Development Stphane Guerraz Langara OB2200 / 2008 Organizational Culture (or Corporate Culture) Organizational culture is the system of shared actions, values, and beliefs that develops within an organization and guides the behaviour of its members Has a major impact on organizational performance and on quality of work life experienced by members Stphane Guerraz Langara OB2200 / 2008 Culture Iceberg Visible Visible- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Expressed Expressed Unconscious Unconscious Artifacts Artifacts Espoused Values Espoused Values Basic Underlying Assumptions Basic Underlying Assumptions Stphane Guerraz Langara OB2200 / 2008 Dominant Culture, Subcultures, Countercultures Dominant culture = unifying set of shared actions, values and beliefs across entire organization Subculture = unique patterns of values and philosophies within a group that fit with the dominant culture of the larger organization Often found in high-performance teams May reflect subgroup in larger society (if so, danger of becoming a counterculture) Countercultures = patterns of values and philosophies that reject those of the larger organization Stphane Guerraz Langara OB2200 / 2008 Multicultural Organization Cox suggests organizations should value diversity but block transfer of subcultures from society into the organization by developing pluralism: 1. Educate so increased information, no stereotyping 2. Integrate structure so no relationship between a naturally occurring group and any particular job 3. Integrate informal networks 4. Break link between naturally occurring group identity and identity of firm 5. Work to eliminate conflict between individuals based on group identity or backlash Stphane Guerraz Langara OB2200 / 2008 National Culture Often basic assumptions in an organizations culture derive from the larger society (e.g., preference for individualism or collectivism) Managers moving from dealing with one national culture to another must be sensitive to different expectations, generally accepted solutions Stphane Guerraz...
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2200.2008.Ch13%20Organizational%20Culture - Stphane Guerraz...

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