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Robbins, Judge, and Vohra
Organizational Behavior
14th Edition
Organizational Culture
Kelli J. Schutte
William Jewell College Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Chapter Learning Objectives

After studying this chapter, you should be able to:
Define organizational culture and describe its common characteristics. Compare the functional and dysfunctional effects of organizational culture on people and the organization. Identify the factors that create and sustain an organizations culture. Show how culture is transmitted to employees. Demonstrate how an ethical culture can be created. Describe a positive organizational culture. Identify characteristics of a spiritual culture. Show how national culture may affect the way organizational culture is transported to a different country.
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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A common perception held by the organizations members; a system of shared meaning Seven primary characteristics
1. 2. 3. 4. 5. 6. 7. Innovation and risk taking Attention to detail Outcome orientation People orientation Team orientation Aggressiveness Stability
SEE E X H I B I T 16-1 Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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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 organizations 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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What Do Cultures Do?

Cultures 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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Culture as a Liability
Institutionalization
A company can become institutionalized where it is valued for itself and not for the goods and services it provides
Barrier to change
Occurs when cultures 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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How Culture Begins

Stems from the actions of the founders:
Founders hire and keep only employees who think and feel the same way they do. Founders indoctrinate and socialize these employees to their way of thinking and feeling. The founders own behavior acts as a role model that encourages employees to identify with them and thereby internalize their beliefs, values, and assumptions.
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Keeping a Culture Alive

Three forces play a particularly important role in sustaining a culture: Selection
Identify and select individuals who are high performers and whose values are consistent with at least a good portion of the organizations values
Top Management
Through words and behaviors, senior executives establish norms that filter through the organization
Socialization
The process that helps new employees adapt to the prevailing organizational culture
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Stages in the Socialization Process

Prearrival
The period of learning prior to a new employee joining the organization
Encounter
The stage at which the new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge
Metamorphosis
The stage at which the new employee changes and adjusts to the work, work group, and organization
E X H I B I T 16-2 Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Socialization Program Options

Choose the appropriate alternatives:
Formal versus Informal Individual versus Collective Fixed versus Variable Serial versus Random Investiture versus Divestiture
Socialization outcomes:
Higher productivity Greater commitment Lower turnover
Source: Based on J. Van Maanen, People Processing: Strategies of Organizational Socialization, Organizational Dynamics, Summer 1978, pp. 19 36; and E. H. Schein, Organizational Culture, American Psychologist, February 1990, p. 116.
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Summary: How Organizational Cultures Form

Organizational cultures are derived from the founder They are sustained through the selection process, managerial action, and socialization methods
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How Employees Learn Culture

Stories
Anchor the present into the past and provide explanations and legitimacy for current practices
Rituals
Repetitive sequences of activities that express and reinforce the key values of the organization
Material Symbols
Acceptable attire, office size, opulence of the office furnishings, and executive perks that convey to employees who are important in the organization
Language
Jargon and special ways of expressing ones self to indicate membership in the organization
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Creating an Ethical Organizational Culture

Characteristics of Organizations that Develop High Ethical Standards
Has high tolerance for risk Low to moderate in aggressiveness Focused on means as well as outcomes
Managerial Practices Promoting an Ethical Culture

Being a visible role model Communicating ethical expectations Providing ethical training Visibly rewarding ethical acts and punishing unethical ones Providing protective mechanisms
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Creating a Positive Organizational Culture

Positive Organizational Culture
A culture that:
Builds on employee strengths Focus is on discovering, sharing, and building on the strengths of individual employees Rewards more than it punishes Articulating praise and catching employees doing something right Emphasizes individual vitality and growth Helping employees learn and grow in their jobs and careers
Limits of Positive Culture:

May not work for all organizations or everyone within them
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Spirituality and Organizational Culture

Workplace Spirituality
Recognizes that people have an inner life that nourishes and is nourished by meaningful work in the context of the community
NOT about organized religious practices
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Why Spirituality Now?

It helps to counterbalance the pressures and stress of a turbulent pace of life and caters to the increased need for involvement and connection Job demands have made the workplace dominant in many peoples lives; yet they continue to question the meaning of work People feel the need to integrate personal life values with ones professional life An increasing number of people are finding that the pursuit of more material acquisitions leaves them unfulfilled
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Characteristics of a Spiritual Organization

Concerned with helping people develop and reach their full potential Directly addresses problems created by worklife conflicts Four characteristics of spiritual organizations:
1. 2. 3. 4. Strong sense of purpose Trust and respect Humanistic work practices Toleration of employee expression
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Criticisms of Spirituality
What is the scientific foundation?
We still dont have an answer; there is very little research on the subject
Are spiritual organizations legitimate do they have the right to impose values on employees?
The goal of spirituality is to help employees find meaning and value in their work Spirituality is not about God or any religious values
Are spirituality and profits compatible?

Initial evidence suggests that they are Spirituality may result in greater productivity and dramatically lower turnover
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Global Implications
Organizational cultures, while strong, cant ignore local culture Managers should be more culturally sensitive by:
Adjusting speech to cultural norms Listening more Avoiding discussions of controversial topics
All global firms need to be more culturally sensitive
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Culture as an Intervening Variable

Employees form an overall subjective perception of the organization based on these objective factors mentioned in the diagram
The opinions formed affect employee performance and satisfaction.

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Summary and Managerial Implications

Strong cultures are difficult for managers to change
Strong cultures tend to be stable over time
Selecting new hires that fit well in the organizational culture is critical for motivation, job satisfaction, commitment, and a low turnover Socialization into the corporate culture is important As a manager, your actions as a role model help create the cultural values of ethics, spirituality, and a positive culture
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All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Robbins, Judge, and Vohra

Chapter Learning Objectives

Do Organizations Have Uniform Cultures?

What Do Cultures Do?

Barrier to acquisitions and mergers

How Culture Begins

Keeping a Culture Alive

Stages in the Socialization Process

Socialization Program Options

Summary: How Organizational Cultures Form

How Employees Learn Culture

Creating an Ethical Organizational Culture

Managerial Practices Promoting an Ethical Culture

Creating a Positive Organizational Culture

Limits of Positive Culture:

Spirituality and Organizational Culture

NOT about organized religious practices

Why Spirituality Now?

Characteristics of a Spiritual Organization

Are spirituality and profits compatible?

All global firms need to be more culturally sensitive

Culture as an Intervening Variable

The opinions formed affect employee performance and satisfaction.

Summary and Managerial Implications

Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

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