Chapter 10 - PART 4 SHARING THE ORGANIZATIONAL VISION...

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P ART 4: S HARING THE O RGANIZATIONAL V ISION Chapter 10: Organizational Culture Organizational Culture = pattern of shared values, beliefs, assumptions considered to be the appropriate way to think and act within an org. - Culture is shared by members of the org. - helps members of org. solve & understand the things that it encounters (internally & externally) - Because the assumptions, beliefs, and expectations that make up culture have worked over time, org’s members believe they are valid → taught to pl who join the org. - These assessments, beliefs, expectations strongly influence how ppl perceive, think, feel, and behave within the org. *high turnover, no challenging events → may not develop cultures Levels of Culture artifacts = aspects of an org.’s culture that you see, hear, feel (visible) beliefs = understandings of how objects & ideas relate to each other values = stable, long-lasting beliefs about what is important assumptions = taken-for-granted notions of how sth should be - may cause difficulty conceiving of another way of doing things Characteristics of Culture (high / low) Innovation & Risk- Taking degree to which employees are encouraged to be innovative & take risks Attention to Detail …employees are expected to work w/ precision, analysis, attention to detail Outcome Orientation …management focuses on results/outcomes (rather than on techniques and processes used to achieve these outcomes) People Orientation …mngmnt decisions consider effect of outcomes on ppl within the org. Team Orientation …work activities are organized around teams (rather than individuals) Aggressiveness …ppl are aggressive & competitive (rather than easygoing & supportive) Stability …org. activities emphasize maintaining the status quo (in contrast to growth) Culture’s Functions
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P ART 4: S HARING THE O RGANIZATIONAL V ISION has a boundary-defining role b/c it creates distinction btwn one org. & others conveys sense of identity to org. members helps create commitment to sth larger than an individual’s self-interest enhances stability; it’s the social glue that helps hold the org. together by providing appropriate standards for what employees should say & do serves as control mechanism that guides & shapes the attitudes & behaviour of employees, and helps them make sense of the org. *shared meaning provided by strong culture ensures that everyone is pointed in same direction *culture can influence ethical behaviour e.g. lower-level employees see managers padding expense reports → think such behaviour is okay Do Organizations Have Uniform Cultures? dominant culture = system of shared meaning that expresses core values shared by a majority of org’s members - org.’s culture; macro view of culture, gives an org. its distinct personality subcultures = minicultures within an org., typically defined by department designations & geographical separation - reflect common problems, situations, experiences that members face - core values + values unique to members of a department - may influence members’ behaviours - if too strong → difficult for managers to implement org. change
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