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Kelli J. SchutteWilliam Jewell College

Robbins & Judge

Organizational Behavior14th Edition

Organizational Culture

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Do Organizations Have Uniform Cultures?

Culture is a descriptive term: it may act as a substitutefor formalization

Dominant Culture

Expresses the core values that are shared by a majority of theorganizations members

Subcultures Minicultures within an organization, typically defined by

department designations and geographical separation

Core Values

The primary or dominant values that are accepted throughoutthe organization

Strong Culture

A culture in which the core values are intensely held andwidely shared

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What Do Cultures Do?

Cultures Functions1. 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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Stages in the Socialization Process

Prearrival

The period of learning prior to a new employee joining theorganization

Encounter

When the new employee sees what the organization is really likeand confronts the possibility that expectations and reality may

diverge Metamorphosis

When the new employee changes and adjusts to the work, workgroup, and organization

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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

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16-7Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall

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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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 is 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 HighEthical Standards

High tolerance for risk

Low to moderate in aggressiveness

Focus on means as well as outcomes

Managerial Practices Promoting an Ethical Culture

Being a visible role model

Communicating ethical expectations

Providing ethical training Rewarding ethical acts and punishing unethical ones

Providing protective mechanisms

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Spirituality and Organizational Culture

Workplace Spirituality

The recognition that people have

an inner life that nourishes and is

nourished by meaningful work

that takes place in the context of

the community

NOT about organized religious

practices

People seek to find meaning and

purpose in their work.

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Why Spirituality Now?

As a counterbalance to the pressures and stress of a turbulent

pace of life and the lack of community many people feel and

their 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. The desire 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 work/life

conflicts

Four characteristics of spiritual organizations:

1. Strong sense of purpose

2. Trust and respect

3. Humanistic work practices

4. Toleration of employee expression

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Criticisms of Spirituality

What is the scientific foundation?

It is still pending: needs more research

Are spiritual organizations legitimatedo they have

the right to impose values on employees?

Spirituality is not about God or any religious values

It is an attempt to help employees find meaning and value in

their work

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

Organization 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 (not just U.S. 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:

The opinions formed affect employee performance and

satisfaction.

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