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Organizational Behavior: Chapter 13 2

Chapter 13

High Performance

Organizational CulturesStudy questionscont.

How can the process of organization

development enhance organizational culture?


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What is organizational culture?

Organizational culture.

The system of shared actions, values, and

beliefs that develops within an organization

and guides the behavior of its members.

Called corporate culture in the business

setting.

No two organizational cultures are identical.


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Organizational culture addresses two

important survival issues.

External adaptation.

What precisely needs to be accomplished, and how

can it be done?

Internal integration.

How do members resolve the daily problems

associated with living and working together?


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External adaptation.

Involves reaching goals and dealing with outsiders.

Issues to be considered: Tasks to be accomplished.

Methods to be used to achieve goals.

Methods of coping with success and failure.

Developing acceptable ways of telling outsiders how goodthey really are.

Knowing when to admit defeat.


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External adaptation involves answering important goal-

related questions regarding coping with reality.

What is the real mission?

How do we contribute?

What are our goals?

How do we reach our goals?

What external forces are important?

How do we measure results? What do we do if specific targets are not met?

How do we tell others how good we are?

When do we quit?


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Internal integration.

Involves the creation of a collective identity

and with finding ways of matching methods ofworking and living together.

Issues to be considered:

Deciding who is a member and who is not.

Developing an understanding of acceptable andunacceptable behavior.

Separating friends from enemies.


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Internal integration involves answering important

questions associated with living together.

What is our unique identity? How do we view the world?

Who is a member?

How do we allocate power, status, and authority?

How do we communicate?

What is the basis for friendship?


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Dominant culture, subcultures, and

countercultures.

Subcultures.

Groups of individuals with a unique pattern of

values and philosophy that is consistent with the

organizations dominant values and philosophy. Strong subcultures are often found in high

performance teams.


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Dominant culture, subcultures, and

counterculturescont.

Countercultures.

Groups of individuals with a pattern of values and

philosophy that reject the surrounding culture.

Mergers and acquisitions may produce

countercultures in an organization.


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Importing subcultures.

Large organizations import potentially important

subcultures when hiring people.

Globalization and expansion through mergers and

acquisitions produce challenges with importing

subcultures and dealing with culture clash. The relevance of subcultures to the entire organization

can affect operations and the ability to change.


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Valuing cultural diversitythemulticultural organization.

A firm that values diversity but systematicallyworks to block the transfer of societally basedsubcultures into the fabric of the organization.

Taylor Cox provides a five step program for

developing a multicultural organization. May not apply to organizations located in countries

with relatively homogeneous populations.


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Taylor Coxs five step program.

Step 1: The organization should develop pluralism.

Step 2: The organization should fully integrate itsstructure.

Step 3: The organization must integrate the informalnetworks.

Step 4: The organization should break the linkage

between naturally occurring group identity andorganizational identity.

Step 5: The organization must actively work toeliminate identity-based interpersonal conflict.


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Problems in implementing Coxs program.

Separating the organization from the larger

culture in which it must operate.

Eliminating some societally-based groupings

that are relevant for achieving the

organizations goals.


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Levels of organizational culture.

Level 1: Observable culture.

The way things are done in the organization. Level 2: Shared values.

All members have been exposed to the value andrecognize their importance.

Level 3: Common assumptions. The taken-for-granted truths that members share as

a result of their joint experience.


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What are the observable aspects

of organizational culture? Stories, rites, rituals, and symbols.

Organizations are rich with stories about the

organizations culture and operations. Sagas.

Heroic accounts of organizationalaccomplishments.

Rites. Standardized and recurring activities that are used

at special times to influence organizationalmembers.


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of organizational culture?Stories, rites, rituals, and symbolscont.

Rituals.

Systems of rites.

Cultural symbols.

Any object, act, or event that serves to transmit

cultural meaning.


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of organizational culture?

Culture often specifies rules and roles.

Rules.

The various types of actions that are appropriate.

Roles.

Where individual members stand in the socialsystem.


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of organizational culture?The evolution of shared meaning from

observable culture.

Outside observers may not see the same

cultural aspects as organizational members do.

This is because outside observers do not havethe same shared set of meanings and

perceptions.


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How do values and assumptions

influence organizational culture?Shared common values lie at the heart of

culture.

Shared values help: Turn routine activities into valuable, important

actions.

Tie the company to the important values of

society.

Provide a distinctive source of competitiveadvantage.


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influence organizational culture?Some successful organizations have strong

cultures.

A strong culture reflects a broadly and deeply

shared value system.

A strong culture can reinforce a singular view

or the organization and its environment.

Needed dramatic change may be prevented.


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influence organizational culture?Organizational myths.

Unproven and often unstated beliefs that are

accepted uncritically. Each firm needs managerial myths.

Myths enable managers to redefine impossible

problems.

Myths can facilitate experimentation and creativity.

Myths allow managers to govern.


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influence organizational culture?

National culture influences.

Widely held common assumptions may be

traced to the larger culture of the host society.National cultural values may become

embedded in expectations of organizationmembers.

Managers need to be sensitive to nationalcultural differences and their impact onorganizational culture.


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How can organizational culture be

managed, nurtured, and guided?

Management philosophy.

Reflects the management subculture.

Links key goal-related strategic issues with

key collaboration issues and comes up with a

series of general ways by which the firm will

manage its affairs.


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A well-developed management

philosophy:

Establishes generally understood boundarieson on all members of the firm.

Provides a consistent way for approaching

new and novel situations. Helps hold individuals together by showing

them a known path to success.


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Strategies for managingor building,

reinforcing, and changing

organizational culture.

Directly modifying observable culture, shared

values, and common assumptions.

Using organization development techniques to

modify specific elements of the culture.


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Continuous cultural development.

Organization development (OD) is the

application of behavioral science knowledge

in a long-range effort to improve an

organizations ability to cope with change in

its external environment and to increase itsinternal problem-solving capabilities.


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How can the process of

organization development enhance

organizational culture?Organizational development.

Provides well-proven methods for developing

and changing external adaptation and internal

integration.

Helps organization members become more

active and confident in maintaining the culture

and pursuing effectiveness.


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organizational culture? Underlying assumptions of OD.

Individual level.

Respect for people and their capabilities.

Group level.

Belief that groups can be good for both people and

organizations.

Organizational level.

Respect for the complexity of an organization as a system of

interdependent parts.


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organizational culture?Organization development goals.

Outcome goals.

Mainly deal with issues of external adaptation. Achieving improvements in task performance by

improving external adaptation capabilities.

Process goals.

Mainly deal with issues of internal integration. Achieving improvements in communication,

interaction, and decision making amongorganizations members.


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organizational culture? In pursuing outcome and process goals, OD helps

by: Creating an open problem solving climate.

Supplementing formal authority with knowledge andcompetence.

Moving decision making where relevant informationis available.

Building trust and maximizing collaboration.

Increasing the sense of organizational ownership. Allowing people to exercise self-direction and self-

control.


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organizational culture?Action research.

The process of systematically collecting data

on an organization, feeding it back to the

members for action planning, and evaluating

the results by collecting and reflecting on

more data after the planned actions have been

taken.


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organizational culture?Action research diagnostics.

Diagnosis can use the systems approach for

assessing inputs, throughputs, and outputs at

three levels.

Organizational.

Group.

Individual.


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organizational culture?Systemwide OD interventions.

Survey feedback.

Collection and feedback of data to organizationmembers for action planning purposes.

Confrontation meetings.

Activities for quickly determining how an

organization can be improved and taking initialactions for betterment.


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organizational culture?Systemwide OD interventionscont.

Structural redesign.

Realigning the organizations structure or majorsubsystems.

Collateral organization.

Using representative organizational members in

periodic small group problem-solving sessions.


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organizational culture?Group and intergroup OD interventions.

Team building.

Activities to improve the functioning of a group. Process consultation.

Activities to improve the functioning of key teamprocesses.

Intergroup team building. Activities to improve the functioning or two or

more groups.


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organizational culture? Individual OD interventions.

Role negotiation.

Clarifying expectations in working relationships. Job redesign.

Creating long-term congruence between individualgoals and organizational career opportunities.

Career planning. Structured opportunities for individuals to work

with managers or staff experts on career issues.

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