Change core values primary dominant values that are

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- if too strong → difficult for managers to implement org. change core values = primary / dominant values that are accepted throughout the org. - retained but modified to reflect separated unit’s distinct situation READING AN ORGANIZATION’S CULTURE strong culture = culture where core values are intensely held & widely shared - high degree of shared experiences & intensity → great influence on behaviour *weak culture → employees do not feel any great attachment to org. / co-workers; may not take pride in their work Stories - provide explanations & legitimacy for current practices - tell about org’s founders, rule-breaking, relocation of employees, reactions to learning from past mistakes, org. coping Rituals = repetitive sequences of activities that express & reinforce the key values of the org. (what goals are most important? which ppl are important? which ones are expendable) e.g. chants Material Symbols e.g. layout of corporate headquarters, car given to top exec, size of offices, elegance of furnishings, corporate logos, signs, brochures, ads
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P ART 4: S HARING THE O RGANIZATIONAL V ISION - convey to employees, customers, clients who is important; degree of egalitarianism desired; kinds of behaviour considered appropriate - companies differ in how much separation they make btwn exec & employees Language - identify members of a culture /subculture - learning this lang. → members show their acceptance of culture & helps preserve it CREATING & SUSTAINING CULTURE How a Culture Begins - starts w/ founder (have vision for org., unconstrained by previous customs) How Organizational Cultures Form Philosophy of organization’s founders Selection criteria Top management Organization’s culture Socialization 1. founders only hire & keep employees who think & feel the way they do 2. they instruct & socialize these employees to their way of thinking & feeling 3. founders’ behaviour acts as role model, encouraging employees to identify w/ founders & internalize those beliefs, values, assumptions 4. when org. succeeds → founders’ vision viewed as primary determinant & personality is embedded in culture of org. Keeping a Culture Alive Selection - to identify & hire individuals who have the knowledge, skills, and abilities to perform the jobs within the org. successfully - final decision influenced by judgment of how well one will fit into the org. - to ensure proper match → hire ppl who have values essentially consistent w/ those of org. - provides info about org. to applicant (if conflict btwn applicant & org’s values, applicant or employer can look elsewhere) Top Management - senior exec. establish norms that filter down thru org. e.g. whether risk-taking is desirable, how much freedom managers should give employees, appropriate dress, rewards Socialization = process that adapts new employees to the org’s culture - most critical stage: when new employee enters org. (org. moulds outsider) → if fail to learn essential role behaviours → “nonconformists” “rebels” → expulsion - continuous throughout employee’s careers in the org. → sustain culture 3 Stages in Socialization
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P ART 4: S HARING THE O RGANIZATIONAL V ISION S OCIALIZATION P ROCESS O UTCOMES Productivity Prearrival Encounter Metamorphosis Commitment Turnover → this 3-stage process has impact on new employee’s work productivity , commitment on org’s
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