UNIVERSIDAD AUTÓNOMA DE

TAMAULIPAS
F.C.A.C.S. DIVISIÓN DE ESTUDIOS DE
POSGRADO
Comportamiento Organizacional (Seminario)
Dr. Homero Aguirre Milling

Organizational Behavior
Robbins & Judge
12th Edition

Chapter 17
ORGANIZATIONAL CULTURE

EQUIPO 9
Gladys Garza  Victor Bello  Manuel J. Chavira
 Institutionalization:
A Forerunner of Culture

A condition that occurs when an organization takes

on a life of its own, apart from any of its members,
and acquire immortality.
 Organizational Culture

A system of shared meaning held by members that

distinguishes the organization from other
organizations

Primary Characteristics
 Do Organizations Have Uniform Cultures?

Most of large organizations have a dominant

culture and numerous sets of subcultures
 Dominant Culture:
Expresses the core values that are shared by
a majority of the organization’s members

• Subcultures: Minicultures within an organization,

typically defined by department designations
and geographical separation
 Core Values: The primary or dominant values that are accepted throughout the
organization.
What do Cultures Do ?
 Culture as a Liability

Barrier to Change
 Occurs when culture’s 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
 Incompatiblecultures can destroy an otherwise
successful merger
 Creating and Sustaining Culture

Hiring and Indoctrination

& Socialization
Retention
How A Culture
Begins

Behavior and
Role Modeling
 Selection

Sustaining Top Management

a Culture

Socialization
 A Socialization Model

Socialization Process Outcomes

Productivity
Prearrival

Metamorphosis Commitment

Encounter
Turnover
 Entry Socialization Options

Formal vs. Informal

Individual vs. Collective

Fixed vs. Variable

Serial vs. Random

Investiture vs. Divestiture

 How Organizational Cultures Form

Top
Management

Philosophy
of the Organizational
Selection
Organization’s Culture
Founders

Socialization
How Employees Learn Culture
 Creating An Ethical Organizational Culture

 Organizations Promoting High Ethical Standards are:

 High tolerance for risk
 Low to moderate in aggressiveness
 Focus on means as well as outcomes

 How can Management Promote an Ethical Culture?

 Being a visible role model
 Communicating ethical
expectations
 Providing ethical training
 Rewarding ethical acts and
punishing unethical ones
 Providing protective mechanisms
 2008 WME Companies

Etishpere evaluates +10,000

companies to create a ranking.

Aspects Under Evaluation

The Ethisphere Institute is a

think-tank dedicated to the
research and promotion of
profitable best practices in
global governance, business
ethics, compliance and
corporate responsibility. Revenue Comparision of WME

http://ethisphere.com
2008 WME Companies

Listado completo en http://ethisphere.com/wme2008

 Creating a Customer-Responsive Culture

Key Variables Shaping Customer-Responsive Cultures

2.The types of employees hired by the organization
3.Service employees need freedom to meet the dynamical customer-
service requirements
4.Employees’ empowerment for decision discretion to please the
customer
5.Good listening skills to understand customer messages

6.Role clarity that allows service

employees to act as “boundary
spanners”
9.Employees who engage in
organizational citizenship
behaviors
 Creating a Customer-Responsive Culture

Managerial Actions to Create Service Employees:

 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.
Characteristics:
Strong sense of purpose

Focus on individual development

Trust and openness

Employee empowerment

Toleration of employee expression

 Criticisms of Spirituality

1. What is the scientific foundation?

 It is still pending: needs more research

3. Are spiritual organizations legitimate: do 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
6. Are spirituality and profits compatible?
 Initial evidence suggests that they are

 Spirituality may result in greater productivity and dramatically

lower turnover
 Reasons for Growing Interest in Spirituality

 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.
 Formalized religion hasn’t worked for many people.
 Job demands have made the workplace dominant in many
people’s lives, yet they continue to question the meaning of
work.
 The desire to integrate personal life values
with one’s professional life.
 An increasing number of people are finding
that the pursuit of more material
acquisitions leaves them unfulfilled.
 Conclusiones

 Una cultura fuerte tiende a ser estable con el tiempo, lo que la

hace difícil de manejar para sus administradores.
 La selección de nuevo personal que encaje bien en la cultura
organizacional es crítica para la motivación, la satisfacción
laboral, el compromiso y la rotación de personal. Un empleado
desadaptado a la cultura de la organización será menos
productivo y más propenso a renunciar.
 La socialización es un aspecto importante en la cultura
corporativa por su impacto en el desempeño del empleado.
 Como administradores nuestras acciones son ejemplo que
ayudan a crear los valores culturales de la ética, la espiritualidad
y una cultura positiva.
 UNIVERSIDAD AUTÓNOMA DE
TAMAULIPAS
F.C.A.C.S. DIVISIÓN DE ESTUDIOS DE
POSGRADO
Comportamiento Organizacional (Seminario)
Dr. Homero Aguirre Milling

Organizational Behavior
Robbins & Judge
12th Edition

Chapter 17
ORGANIZATIONAL CULTURE

EQUIPO 9
Gladys Garza  Victor Bello  Manuel J. Chavira