Chapter 2 Summary (Based on Pointers)

Organizational Culture Overview

Schein defined organizational culture as a pattern of basic assumptions — invented, discovered,

or developed by a given group as it learns to cope with the problems of external adaptation and internal
integration, that has worked well enough to be considered valid and, therefore, to be taught to new
members as the correct way to perceive, think, and feel in relation to those problems.

There are three layers of culture:

a. Layer I - includes visible artifacts and creations which may not be interpreted.
b. Layer II - includes the things that are valuable to people.
c. layer III - are the basic assumptions which people use to guide their behavior.

Socialization and Culture

Socialization is the process by which an organization brings new employees to the organization.
It is said that socialization is a continuous process throughout an individual's career. It is the attitudes,
practices, and traditions in the workplace from older to younger employees.

Stages of Socialization

1. Anticipatory Socialization. These include the activities that an individual undergoes prior to
entering an organization. He tries to acquire as much information as possible about his
prospective job and the organization. To be effective, recruitment should already provide a
prospective employee enough information about the company and the job. During the hiring
process, the individual should also be informed on his possible career path in the organization.

2. Accommodation. The individual is now accepted on the job and he tries to fit in the
organization's culture. He establishes new relationships with his co-workers and superiors. He
begins to blend and adapt with the new culture; clarifies his role in the organization and learns
his assigned tasks, and responsibilities. To be effective, the company should offer orientation
and training programs, challenging tasks, and performance evaluation practices.

3. Role Management. Accompanied with relationships and tasks, are conflicts which may arise
from time to time. He tries to deal with conflicts say between work and home or between
himself and a co-employee or superior. To be effective, the organization should provide
counseling sessions in times of conflict. The company should also deal with stress effectively.
Job satisfaction is also necessary to minimize employee conflicts, absenteeism, and turnover.
 The socialization process must be managed effectively. If not, the company will lose its overall
effectiveness since the employees try to find their role in the organization. It may also lead to faulty
recruitment and hiring efforts as well as high employee turnover. Overall, the company will be severely
affected because of poor coordination in the accomplishment of its goals and objectives

Cultural change conditions exist:

• A crisis or state emergency. This is a situation characterized by a sudden setback that

challenges and weakens the status quo. Examples include: a heavy financial loss; a
below par industry standing because of a loss of a major customer or a in dramatic
breakthrough technology which undermines the company and strengthens its primary
competitor.

• Turnover in Leadership. When an incompetent leader exits, and a new leader comes in,
the organization can have a new set of values that are more capable to respond to the
present crisis.

• Young and small organizations. Management of young and small organizations can
easily communicate new set of values.

• Weak culture. It is easy to change a weak culture, where values are not deeply
entrenched among its members.

Ivancevich and Matteson identified five intervention strategies to bring about cultural change in an
organization:

a. Change people's behavior.

b. Explain the reasons and benefits for the change.
c. Communicate through memos, stories, and other forms to motivate others to change existing
behavior when needed.
d. Socialize to new members.
e. Remove existing members who deviate from the culture.

The Filipino Family. Westerners are impressed with the role of the family to Philippine culture.
Filipinos have a strong sense of loyalty beyond the nuclear family comprising of parents and children.
The kinship system develops support and loyalty to cousins, in-laws, grandparents, nephews,
and nieces. The kinship system has a great effect in decision-making. Age is very important since the
older people should be respected.
Four Concepts:
1. amor propio or self-esteem.
2. hiya or embarrassment.
3. utang na loob or obligation.
4. pakikisama or getting along with each other.

Amor propio is the need of a Filipino to be treated with dignity and respect.
Hiya is a feeling of inferiority, embarrassment, shyness, and alienation.
Utang na Loob refers to the feeling of gratitude, obligation, or indebtedness for a favor received from
another.
Pakikisama is the desire of Filipinos to mingle with other people.

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Social Acceptance. According to Lynch, the social acceptance of a Filipino comes if he is not rejected or
improperly criticized by others.

One of the favorite expressions of Filipinos is "bahala na" or optimistic fatalism. Smiling and hoping are
considered the best reaction to catastrophes like typhoons, epidemics, or crop failures.

Social scientists claim that the Philippine society is highly stratified and hierarchic. This was already
evident during the pre-colonial Philippines: The datus (the ruling class), maharlika (the nobility), the
timawas (freemen' or common class) and the alipin (dependent class). Today, political and business
datus are on top and the alipins are at the bottom of the social ladder.

The following has been identified as some of the more enduring paninindigan: paggalang at
pagmamalasakit (respect and concern); pagtulong at pagdgmay (helping); pagpuno sa kakulangan
(understanding limitations); pakikiramdam (sensitivity and regard for others); gaan ng loob (rapport and
acceptance); and pakikipagkapwa (human concern and interaction as one with others)
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The token use of Filipino concepts and the local language have led to the identification of some
supposedly Filipino national values. Among the more frequently mentioned are:

• hiya (shame)
• pakikisama (yielding to the leader or the majority)
• utan ng loob (gratitude)
• amor propio (sensitivity to personal affront)
• bayanihan (togetherness in common effort)

Some regional values which have been recognized include:

• maratabat (a complex combination of pride, honor, and shame)

• balatu (sharing one's fortune)
• ilus (sharing surplus food)
• kakugi (meticulousness and attention to detail)
• patugsiling (compassion)
• kalulu (empathy)
• hatag-gusto (pagbibigay)
• pighiliupod (katapatan or faithfulness in need or in plenty)
• pagsinabtanay (fidelity with one's promises)

Credo and Corporate Social Responsibility

The credo of the organization exemplifies the basic culture of an organization. It summarizes
the values, attitudes, practices, and ethics of the organization.

Workplace Spirituality
Workplace spirituality is not about God, religious practices, or theology. It recognizes the
importance of an inner life to people. This inner life is strengthened and nourished by meaningful work
not only in the organization but most especially in the community and society at large.
The earliest models of management disregarded spirituality as part of an individual's working
life. In fact, a well-run organization propagated rational thinking and eliminated the concept of "feeling"
or emotion.
 Today, the study of emotions has greatly improved our understanding of organizational
behavior. With workplace spirituality, 0B specialists can better understand employee behavior and
attitude in the 21st century.

Cultural Characteristics of Spiritual Organizations

Workplace spirituality draws in discussions on values, ethics, motivation, and Spiritual
organizations are believed to be more humane and encourage people to work hard, develop and reach
their full potential. One of the benefits gained by spiritual organizations is their ability to handle conflicts
better than non-spiritual organizations because of the inner power they draw from faith and optimism;
fairness in dealing with employees and provision for good benefits.
Strong sense of purpose. Spiritual organizations provide clear vision and mission, revolving
around a meaningful purpose. They are not only after profits but also look after the welfare of
employees. They build strong values which can be a good foundation that employees can emulate.

Focus on individual development. Spiritual organizations recognize the abilities of people. They
want employees to learn and grow. They build cultures that employees can feel secure and comfortable.
Trust and openness. Spiritual organizations promote honesty and openness. They provide
cultures with a "trusting" environment. Managers can admit their faults. They are not afraid to commit
mistakes. They deal with suppliers, colleagues, customers, and other firms fairly.
Employee empowerment. Spiritual organizations empower employees to be accountable for
their own actions. With a strong sense of trust, empowerment promotes learning and growth.
Employees make most work-related decisions. On the other hand, managers trust their employees to
deliver results.
Toleration of employee expression. Spiritual organizations do not suppress individual emotions.
Managers provide counseling to their subordinates when needed.

Chapter Terminologies

• Accommodation is the socialization stage when the individual is now accepted on the job and
tries to fit in the organization's culture.

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