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Chapter 2
Organizational Culture
John M. Ivancevich
Michael T. MattesonSlides Prepared by Bruce R. Barringer
University of Central Florida
© McGraw-Hill Companies, Inc., 1999 2
Learning ObjectivesSlide 1 of 2
• Define the terms organizational culture, socialization, and career.
• Explain why it is too simplistic to assume that managers can state that they are creating a firm’s culture.
• Describe the relationship between a society’s culture and an organization’s culture.
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Learning ObjectivesSlide 2 of 2
• Explain why valuing diversity has become an important leadership requirement.
• Identify specific practices and programs used by organizations to facilitate socialization.
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Organizational Culture
• Some of the Definitions of Culture:– Symbols, language, ideologies, rituals, and
myths.– Organizational scripts derived from the
personal scripts of the organization’s founder(s) or dominant leader(s).
– Is a product; is historical; is based upon symbols; and is an abstraction from behavior and the products of behavior.
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Exhibit 2.1: Schein’s Three-Layer Organizational Model
Examples of Cultural Attributes
- Documents
- Physical layouts
- Furnishings
- Language
- Jargon
- Work ethic and practice
- Loyalty
- Commitment
- Helping others
I
Artifacts and
Creations
II
Values
III
Basic
Assumptions
Visible but often not decipherable
Greater level of awareness
Taken for granted invisible preconscious
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Artifacts and Creations, Values, and Basic Assumptions (from Exhibit 2.1)
I - Artifacts and Creations
- Technology
- Art
- Visible and audible
behavior patterns
II - Values III - Basic Assumptions
- Testable in the physical
environment
- Testable on by social
consensus
- Relationship to
environment
- Nature of reality, time,
and space
- Nature of human
nature
- Nature of human
activity
- Nature of human
relations
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Characteristics of Culture at Walt Disney
Disney Culture
Shared Things
Shared Behavior
Shared Sayings
Shared Feelings
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Organizational Culture and its Effects
Since organizational culture involves shared expectations, values, and attitudes, it exerts
influence on individuals, groups, and organizational processes.
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Exhibit 2.2: The Evolution of a Positive Culture
Methods
- Elaborate on history
- Communicate about and by
“heroes” and others
- Leadership and role making
- Communicating norms and
values
- Reward systems
- Recruiting and staffing
- Training and development
- Member contact
- Participative decision making
- Intergroup coordination
H
O
M
E
Develop a sense of History
Create a sense of Oneness
Promote a sense of Membership
Increase Exchange among members
Cohesiveorganizational
culture
Cohesiveorganizational
culture
Intervening Conditions Outcome
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Exhibit 2.3: Changing Culture Intervention Points
Hiring and socialization of members who fit in with the
culture
CultureRemoval of
members who deviate from the
culture
Cultural communication
Behavior
Justification of behaviorManagers seeking to create
culture change must intervene at these points
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Socialization and Culture
• Socialization– Socialization is the process by which
organizations bring new employees into the culture.
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Stages of SocializationSlide 1 of 2
• Anticipatory Socialization– Involves all those activities the individual
undertakes prior to entering the organization or to taking a different job in the same organization.
• Accommodation– Occurs after the individual becomes a member of
the organization. During this stage, the individual sees the organization and the job for what they actually are.
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Stages of SocializationSlide 2 of 2
• Role Management– This stage often involves conflict between an
individual’s work and home life, and between an individual’s work group and other work groups in the organization.
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Exhibit 2.5: A Checklist of Effective Socialization Practices
Slide 1 of 2
Socialization Stage Practice
Anticipatory socialization 1. Recruitment using realistic job previews
2. Selection and placement using realistic career paths
Accommodation socialization 1. Tailor-made and individualized orientation programs
2. Social as well as technical skills training
3. Supportive and accurate feedback
4. Challenging work assignments
5. Demanding but fair supervisors
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Exhibit 2.5: A Checklist of Effective Socialization Practices
Slide 2 of 2
Socialization Stage Practice
Role management socialization 1. Provision of professional consulting
2. Adaptive and flexible work assignments
3. Sincere person-oriented managers
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Exhibit 2.6: Phases of the Mentor Relationship
Slide 1 of 3
• Initiation– A period of six months to a year during which
time the relationship gets started and begins to have importance for both managers.
• Cultivation– A period of two to five years during which time
the range of career and psychosocial functions provided expanded to a maximum.
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Exhibit 2.6: Phases of the Mentor Relationship
Slide 2 of 3
• Separation– A period of six months to two years after a
significant change in the structural role relationship and/or in the emotional experience of the relationship.
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Exhibit 2.6: Phases of the Mentor Relationship
Slide 3 of 3
• Redefinition– An indefinite period after the separation phase,
during which time the relationship is ended or takes on significantly different characteristics, making it a more peerlike friendship.
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Functions of Mentoring
Career Functions Psychological Functions
- Sponsorship
- Exposure and visibility
- Coaching
- Production
- Challenging assignments
- Role modeling
- Acceptance & confirmation
- Counseling
- Friendship
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Hofstede’s Cultural Dimensions
Hofstede’s Cultural
Dimensions
Power Distance
Uncertainty Avoidance
Individualism
Masculinity
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Core Dimensions of Diversity
Age
Race
EthnicityGender
Physical Attributes
Sexual/Affectional Orientation
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Issues for Managers of Ethnic Diverse Workforces
Slide 1 of 2
• Coping with employees’ unfamiliarity with the English language.
• Increased training for service jobs that require verbal skills.
• Cultural (national) awareness training for the current workforce.
• Learning which rewards are valued by different ethnic groups.
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Issues for Managers of Ethnic Diverse Workforces
Slide 2 of 2
• Developing career development programs that fit the skills, needs, and values of the ethnic group.
• Rewarding managers for effectively recruiting, hiring, and integrating a diverse workforce.
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