Org+Behavior+and+Work_Session+20

Org+Behavior+and+Work_Session+20 - April 06 2011...

Info iconThis preview shows pages 1–7. Sign up to view the full content.

View Full Document Right Arrow Icon
ORGANIZATIONAL BEHAVIOR & WORK: CHAPTER 16 Kaumudi Misra ( [email protected] ) Instructor Organizational Culture Organizational Culture April 06 2011
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
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
Background image of page 2
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
Background image of page 3

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
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
Background image of page 4
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
Background image of page 5

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Misra: Organizational Behavior & Work
Background image of page 6
Image of page 7
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 11/20/2011 for the course LABOR STUD 575:345 taught by Professor Misra during the Spring '11 term at Rutgers.

Page1 / 20

Org+Behavior+and+Work_Session+20 - April 06 2011...

This preview shows document pages 1 - 7. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online