Documenti di Didattica
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Documenti di Cultura
Dells winning culture, which emphasized cost efficiency and competitiveness, became more of a liability as the market moved toward a preference for style and innovation.
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The basic pattern of shared values and assumptions governing the way employees within an organization think about and act on problems and opportunities.
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Dimension Characteristics
Experimenting, opportunity seeking, risk taking, few rules, low cautiousness Predictability, security, rule-oriented Fairness, tolerance Action oriented, high expectations, results oriented Precise, analytic Collaboration, people-oriented Competitive, low emphasis on social responsibility
Source: OReilly et al (1991)
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Organizational Subcultures
dominant culture
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Cirque du Soleils founders promote a risktaking and creative corporate culture. They frequently take gambles on new forms of creativity and initiatives.
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Observable symbols and signs of culture Physical structures, ceremonies, language, stories Maintain and transmit organizations culture Not easy to decipher artifacts -- need many of them
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Social prescriptions of desired (undesired) behavior Provides a realistic human side to expectations Most effective stories and legends:
Describe real people Assumed to be true
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Rituals
programmed routines
(eg., how visitors are greeted)
Ceremonies
planned activities for an audience (eg., award ceremonies)
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Building structure -- may shape and reflect culture Office design conveys cultural meaning
Furniture, office size, wall hangings
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dominant values values and assumptions are institutionalized through well-established artifacts culture is long lasting -- often traced back to founder
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Organizational Outcomes
Org performance Employee well-being
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Effect of organizational culture strength on organizational performance is moderate Need to consider contingencies:
1. Ensure culture-environment fit 2. Avoid strength to level of corporate cult - Cults restrict mental models, suppress subcultures 3. Create an adaptive culture - External focus, process focus, ownership, proactive
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Part of due diligence in merger Minimizes risk of cultural collision by diagnosing companies before merger Three steps in bicultural audit:
1. Examine artifacts 2. Analyze data for cultural conflict/compatibility 3. Identify strategies and action plans to bridge cultures
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Deculturation
Integration
Separation
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Actions of Founders/Leaders
Org culture sometimes reflects the
founders personality Transformational Leaders can reshape culture -- organizational change practices
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Aligning Artifacts
Artifacts keep culture in place
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culturally-consistent behavior
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Socialization practices
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Attraction-Selection-Attrition Theory
Organizations become more homogeneous (stronger culture) through:
Attraction -- applicants self-select and weed out
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Adjustment Process
Newcomers need to adapt to their new work
environment
- New work roles
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Stages of Socialization
Pre-Employment Stage
Outsider Gathering information Forming psychological contract
Encounter Stage
Newcomer Testing expectations
Role Management
Insider Changing roles and behavior Resolving conflicts
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Socialization agents
Supervisors technical information, performance
feedback, job duties Coworkers ideal when accessible, role models, tolerant, and supportive
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Organizational Culture
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