Chapter 17 (word) - Chapter 17-Organizational Culture...

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Organizational Culture -A common perception held by the organization’s members; a system of shared meaning. Institutionalization -When an organization takes on a life of its own, apart from any of its members, becomes valued for itself, and acquires immortality. What is Culture: Organization’s relationship to its environment: -What business are we in? -Who are our major constituencies? Nature of Reality: -What are fundamental truths and what are subjective truths: -How do we make decisions? Human Nature: -Are humans good, bad: mutable, immutable: proactive, reactive? -How ought people interact and be controlled? Effectiveness: -When do we know the organization and its components are doing well? Elements of Strong Corporate Cultures: Shown directly by the lower employee turnover, less likely to leave the organization A widely shared philosophy. -This philosophy is not an absurd notion of the future, but a real understanding of what the firm stands for, often embodied in slogans. A concern for individuals. -This concern often places individual concerns over rules, policies, procedures and adherence to job duties. A recognition of heroes. -Heroes are individuals whose actions illustrate the shared philosophy and concerns of the company. A belief in ritual and ceremony. -Management understands the rituals and ceremonies are real, important to members and to a building a common identity A well-understood sense of the informal rules and expectations. -Employees understand what is expected of them. A belief that what employees do is important to others.
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Chapter 17 (word) - Chapter 17-Organizational Culture...

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