[10]_Organizational_Culture_and_Change - ORGANIZATIONAL...

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O RGANIZATIONAL C ULTURE AND C HANGE Organizational Culture: - Collection of values, norms, and behaviours shared by workers - Controls the way workers interact with each other. - A system of shared meaning, held by organization members, that distinguishes the organization from other organizations. Values: the stable, long-lasting beliefs about what is important. Norms: Unwritten rules or guidelines for appropriate behaviour in particular situations. L EVELS OF C ULTURE: 1. Visible : - See culture through its artifacts; what you see, hear, and feel when you are within an organization. - Artifacts: aspects of an organization’s culture that one sees, hears, and feels. 2. Invisible : - The values, beliefs, and assumption that make up the organizational culture. - Beliefs: the understandings of how objects and ideas relate to each other. - Assumptions: the taken-for-granted notions of how something should be in an organization. C REATING AND S USTAINING A S TRONG O RGANIZATIONAL C ULTURE: Hiring: - The founder and/or senior managers of the organization hire and keep only employees who think and feel the way they do. Socialization: - Management trains and socializes these employees to their way of thinking and feeling. Role Modeling: - Top managers serve as role models. By observing their behaviour, employees identify with them and internalize their beliefs, values, and assumptions. T
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This note was uploaded on 01/07/2010 for the course TELFER ADM1300 taught by Professor Peterkoppel during the Fall '09 term at University of Ottawa.

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[10]_Organizational_Culture_and_Change - ORGANIZATIONAL...

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