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Org+Behavior+and+Work_Session+20 - ORGANIZATIONAL BEHAVIOR...

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ORGANIZATIONAL BEHAVIOR & WORK: CHAPTER 16 Kaumudi Misra ( [email protected] ) Instructor School of Management & Labor Relations Organizational Culture Organizational Culture April 06 2011
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Misra: Organizational Behavior & Work Organizational Culture Institutionalization: A forerunner of culture When an organization takes on a life of its own, apart from any of its members, becomes valued for itself, and acquires immortality Organizational Culture A common perception held by the organization’s members; a system of shared meaning Seven primary characteristics 1. Innovation and risk taking 2. Attention to detail 3. Outcome orientation 4. People orientation 5. Team orientation 6. Aggressiveness 7. Stability
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Misra: Organizational Behavior & Work Do Organizations Have Uniform Cultures? Culture is a descriptive term: it may act as a substitute for formalization Dominant Culture Expresses the core values that are shared by a majority of the organization’s members Subcultures Minicultures within an organization, typically defined by department designations and geographical separation Core Values The primary or dominant values that are accepted throughout the organization Strong Culture A culture in which the core values are intensely held and widely shared
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Misra: Organizational Behavior & Work What Do Cultures Do? Culture’s Functions 1. Defines the boundary between one organization and others 2. Conveys a sense of identity for its members 3. Facilitates the generation of commitment to something larger than self-interest 4. Enhances the stability of the social system 5. Serves as a sense-making and control mechanism for fitting employees in the organization
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Misra: Organizational Behavior & Work Culture as a Liability Barrier to change Occurs when culture’s values are not aligned with the values necessary for rapid change Barrier to diversity Strong cultures put considerable pressure on employees to conform, which may lead to institutionalized bias Barrier to acquisitions and mergers Incompatible cultures can destroy an otherwise successful merger
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Misra: Organizational Behavior & Work How Culture Begins
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