Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Organizational Change
Organizational Culture
Roger N. Nagel
Senior Fellow & Wagner Professor
Lehigh University
1
2. Attention to detail
3. Outcome orientation
organizational behavior
4. People orientation
5. Team orientation
6. Aggressiveness
stephenp. robbins
7. Stability
2
8. Agility
Organizational Culture USA & “Organizational
“Organizationalbehavior”
behavior”
China Eleventh
EleventhEdition
Edition
What Do Cultures Do? By
BySteve
SteveRobbins
Robbins
ISBN
ISBN0-13-191435-9
0-13-191435-9
How Employees Learn Culture Reference
ReferenceBook
Book
2
4. People orientation.
¾ Degree to which management decisions consider
the effect of outcomes on people within the
organization.
5. Team orientation.
¾ Degree to which work activities are organized
around teams rather than individuals.
6. Aggressiveness.
¾ Degree to which people are aggressive and
competitive.
5
7. Stability.
¾ Degree to which activities emphasize maintaining
the status quo.
8. Agility.
¾ Ability to change products or processes quickly
and easily in response to new strategies or market
demands [More on Agility soon]
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E X H I B I T 16–1
E X H I B I T 16–1
Page 487
Page 487
Contrasting Organizational Cultures
Organization B
This organization is also a manufacturing firm. Here, however, management encourages
and rewards risk taking and change. Decisions based on intuition are valued as much as
those that are well rationalized. Management prides itself on its history of experimenting
with new technologies and its success in regularly introducing innovation products.
Managers or employees who have a good idea are encouraged to “run with it.” And failures
are treated as “learning experiences.” The company prides itself on being market-driven and
rapidly responsive to the changing needs of its customers.
There are few rules and regulations for employees to follow, and supervision is loose
because management believes that its employees are hardworking and trustworthy.
Management is concerned with high productivity, but believes that this comes through
treating its people right. The company is proud of its reputation as being a good place to
work.
Job activities are designed around work teams, and team members are encouraged to
interact with people across functions and authority levels. Employees talk positively about
the competition between teams. Individuals and teams have goals, and bonuses are based
on achievement of these outcomes. Employees are given considerable autonomy in
choosing the means by which the goals are attained. E X H I B I T 16–1
E X H I B I T 16–1
Page 487
Page 487
Read about Organization A & B and Rate Them
Characteristics: Organization A Organization B
(high, moderate, low) Your Opinion Your Opinion
Innovation and risk taking
Attention to detail
Outcome orientation
People orientation
Team orientation
Aggressiveness
Stability
Agility
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19
Subcultures
Minicultures within an
organization, typically defined
by department designations
and geographical separation. 20
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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Culture’s
Culture’sFunctions:
Functions:
1.1. Conveys
Conveysaasense
senseof
ofidentity
identityfor
forits
itsmembers.
members.
2.2. Facilitates
Facilitatesthe
thegeneration
generationofofcommitment
commitmentto
to
something
somethinglarger
largerthan
thanself-interest.
self-interest.
3.3. Enhances
Enhancesthe
thestability
stabilityof
ofthe
thesocial
socialsystem.
system.
4.4. Serves
Servesas asaasense-making
sense-makingand
andcontrol
controlmechanism
mechanism
for
forfitting
fittingemployees
employeesininthe
theorganization.
organization.
Page 489 22
Page 489
Culture
Cultureas
asaaLiability:
Liability:
1.1. Barrier
Barrierto
tochange.
change.
2.2. Barrier
Barrierto
todiversity
diversity
3.3. Barrier
Barrierto
tocollaboration
collaboration
4.4. Barrier
Barrierto
toacquisitions
acquisitionsand
andmergers
mergers
Page 491 25
Page 491
Page 498 26
Page 498
Managerial Actions
¾ Actionable vision
» Lead by conveying a customer-focused vision
¾ Role model
» demonstrating commitment to customers.
» Provide ongoing recognition for employees who make
special efforts to please customers
¾ Provide an Agile organizational structure
» Empower employees to make appropriate decisions
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