Chapter 10

G some large accounting law firms unis profs are

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e.g. some large accounting, law firms; uni’s (profs are judged on research & scholarship, don’t need to be friendly to retain status) can lead to excessive critiquing of others & absence of collegiality and cooperation Communal culture HIGH HIGH - value friendship & performance - ppl have feeling of belonging, but there’s still ruthless focus on goal achievement - leaders tend to be inspirational & charismatic w/ clear vision of org’s future often consumes employee’s life (charismatic leaders often expect to create disciples rather than followers → “cult-like” work climate THE LIABILITIES OF CULTURE - reduces ambiguity Culture as a Barrier to Change - employees less likely to have shared values when org’s environment is dynamic - consistency (even tho an asset when facing stable environment) may burden org & make responding to changes in environment difficult - strong cultures: practices that led to previous successes can lead to failure (practices need to match up well w/ environmental needs)
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P ART 4: S HARING THE O RGANIZATIONAL V ISION Culture as a Barrier to Diversity - management wants new employees (race, gender, disability diff’s) to accept org’s core culture values, while openly acknowledge, demonstrate support for diff’s these employees bring to workplace (paradox) - strong cultures put pressure on employees to conform (limit range of acceptable values/styles) e.g. Disney: enthusiastic, good-looking employees - strong cultures can eliminate unique strengths that ppl of diff. bg’s bring to the org - strong cultures may support institutional bias or become insensitive to ppl who are diff. Culture as a Barrier to Mergers & Acquisitions - brining employees from 2 diff. companies (cultures) together is likely to cause friction Strategies for Merging Cultures Assimilation - entire new org. is determined to take on the culture of 1 of the merging org’s - works best when 1 of the org’s has relatively week culture - but, if a culture is simply imposed on an org, it rarely works Separation - org’s remain separate & keep their individual cultures - works best when org’s have little overlap in industries in which they operate Integration - new culture is formed by merging parts of each of the org’s - works best when aspects of each org’s culture need to be improved bicultural audit = examination of differences btwn 2 potential merger partners prior to a merger to determine whether the cultures will be able to work together (use questionnaires, interview, focus groups) - commonalities? → to build successful merger - To bridge culture gaps: define a structure that’s appropriate for both org’s, along w/ a reorganization plan reinforce internal communication to make sure employees are kept aware of changes that will occur get agreement on what will be considered in performance evaluations (expected behaviours,
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