ORGANIZATIONAL

CULTURE
Organizational Behavior
 Hello!
KELOMPOK 5

GAZANI IZMAR
MUHAMMAD
F0316039
INDRA HANING PRATAMA
F0316048
KRISNA LUHUR PAMBUDI
F0316051
 1

Define Organizational Culture and

Describe Its Common Characteristics
 Seven Primary Characteristics

1. Innovation and risk taking.

The degree to which employees are encouraged to be
innovative and take risks.
2. Attention to detail.
The degree to which employees are expected to exhibit
precision, analysis, and attention to detail.
3. Outcome orientation.
The degree to which management focuses on results or
outcomes rather than on the techniques and processes used to
achieve them.
4. People orientation.
The degree to which management decisions take into
consideration the effect of outcomes on people within the
organization.
5. Team orientation.
The degree to which work activities are organized around
6. Aggressiveness.
The degree to which people are aggressive and competitive
rather than easygoing.
7. Stability.
The degree to which organizational activities emphasize
maintaining the status quo in contrast to growth.
 Do Organizations Have Uniform Cultures?

Organizational culture represents a common perception the

organization’s members hold.
• Most large companies have dominant cultures and
subcultures.
• A dominant culture expresses the core values a majority of
members share and that give the organization its distinct
personality
• Subcultures tend to develop in large organizations to reflect
common problems or experiences members face in the same
department or location.
 Strong versus Weak Cultures

In a strong culture, the organization’s core values are both

intensely held and widely shared. The more members who
accept the core values and the greater their commitment, the
stronger the culture and the greater its influence on member
behavior, because the high degree of sharedness and intensity
creates a climate of high behavioral control.
 2

Compare The Functional and

Dysfunctional Effects of Organizational
Culture on People and The
Organization.
 Culture’s Function

1. Boundary-defining role
2. Conveys sense of identity for organization members
3. Facilitates commitment bigger than self-interest
4. Enhances the stability of the social system
 Cultures Create Climates

• Organizational climate refers to the shared perceptions

organizational members have about their organization and
work environment.
• This aspect of culture is like team spirit at the organizational
level.
 Cultures as Liability

1. Barriers to change
2. Barriers to Diversity
3. Barriers to Acquisition and Mergers
 3

Identify The Factors That Create and

Sustain An Organization’s Culture
Culture creation occurs in three ways
• Founders hire and keep only employees who think and feel the
same way they do
• Founders indoctrine and socialize these employees to their
way of thinking
• Founders’ behaviors act as role models.
• Sustain Through Selection
The explicit goal of the selection process is to identify
and hire individuals with the knowledge, skills, and
abilities to perform successfully.
• Top Management
The actions of top management also have a major
impact on the organization’s culture.
 4

Show How Culture Is Transmitted To

Employees.
Culture is transmitted to employes
through
• Stories,
• Rituals,
• Material symbols, and
• Language.
 5

Demonstrate How An Ethical Culture

Can Be Created
1. Characteristics shaping high ethical standards:
• High in risk tolerance
• Low to moderate in aggressiveness
• Focuses on means as well as outcomes
2. Managers are
• Supported for taking risks and innovating,
• Discouraged from unbridled competition, and
• Guided to not just what is achieved but also how.
 6

Describe A Positive Organizational

Culture.
Creating a Positive Organizational
Culture
A positive organizational culture emphasizes building on
employee strengths, rewards more than it punishes, and
emphasizes individual vitality growth.
 Building on Employee Strengths
 Rewarding More Than Punishing
 Emphasizing Vitality and Growth
 Limits of Positive Culture
 7

Identify Characteristics of A Spiritual

Culture.
 Spirituality and Organizational
Culture
What Is Spirituality?
 Workplace spirituality is not about organized religious practices. It is
not about God or theology.
 Workplace spirituality recognizes that people have an inner life that
nourishes and is nourished by meaningful work that takes place in the
context of community.
 Spirituality and Organizational
Culture
Characteristics of a Spiritual
Organization
The concept of workplace spirituality draws on our
previous discussions of values, ethics, motivation, and
leadership.
Spiritual organizations include:
 Benevolence
 Strong sense of purpose
 Trust and respect
 Open-mindedness.
 8

Show How National Culture May Affect

The Way Organizational Culture Is
Transported To A Different Country.
 Global Implications
Organizational cultures often reflect national
culture.
One of the primary things U.S. managers can do
is to be culturally sensitive.
The management of ethical behavior is one area
where national culture can rub up against
corporate culture.
U.S. employees are not the only ones who need
to be culturally sensitive.
Summary and Implications for
Managers
Thanks!
Any questions?