ORGANIZATIONAL CULTURE
ORGANIZATIONAL CULTURE as a perspective from which to understand the behavior of individuals and groups within organizations has its limitations:
1. It is only way to view organizations.
2. Like so many concepts, organizational culture is not defined the same by any two popular theorist or researchers. Some of the definitions of culture describe it as:
a. Symbols, language, ideologies, rituals, and myths.
b. Organizational scripts described from the personal scripts of the organiztion’s founder(s) or dominant leader(s).
c. A product; historical; based on symbols; and an abstraction from behavior and the products of behavior.
Organizational Culture is what the employees perceive and how this perception creates a pattern of beliefs, values, and expectations.
3 Layers of Organizational Culture
LAYER 1. Includes artifacts and creations that are visible but often not interpretable.
Ex. Annual report, newsletter, dividers between workers and furnishings.
LAYER2. Are values, or the things that are important to people. Values are conscious affective desires or wants.
LAYER3. Are the basic assumptions people make that guide their behavior. Included in this layer are assumptions that tell individuals how to perceive, think about and feel about work, performance goals, human relationships and the performance of colleagues.
Organizational Culture and Societal Value Systems
Organizations are able to operate efficiency only when shared values exist among the employees.
VALUES.
- are the conscious, affective desires or wants of people that guide their behavior. An individual’s personal values guide behavior on and off the job. If a person’s set of values is important, it will guide the person and also promote consistent behavior across situations.
- are society’s ideas about what is right and wrong such as the belief the hurting someone physically is immoral.
- are passed from one generation to the next and are communicated through education systems, religions, families, communities, and organizations.
Organizatonal Culture and its Effects
Because organizational culture involves shared expectations, values, attitudes, it exerts influence on individuals, groups, and organizational processes.
For example, members are influenced to be good citizens and to go along. Thus, if quality customer service is mportantin the culture, then individuals are expected to adopt this behavior. If, on the other hand, adhering to a specific set of procedures in dealing with customers is the norm, then this type of behavior would be expected, recognized and rewarded.
The impact of Culture on employees indicate that:
1. It provides and encourages a form of stablity.
2. Sense of organizational identity.
3. A culture can generate a sense of loyalty and commitment.
A strong culture is characterized by employees sharing core values, the stronger the culture is the more influential it is on behavior.
Creating Organizational Culture
The Core of a Positive Culture
Methods
· A sense of history
· Communications
· 
Positive problem solving -> A historical
Positive problem solving -> A historical · Stories about founders and leaders foundation
· Leadership
· Role Model examples
· Norms -> An understanding
· 
Expectations of what is
Expectations of what is· Values expected Cohesive
Organizational
· Reward Systems Culture
· 
Career Management and job security
Career Management and job security· Recruiting and staffing -> Being a part
· 
Socializations of new staff members of a group
Socializations of new staff members of a group· Training and development
· Member contract
· Participative decision making -> Encourage
· Intergroup coordination interpersonal and
· Personal exchange intergroup relationships
Types of Culture
BUREAUCRATIC CULTURE – An organization that emphasizes rules, policies, procedures, chain of command and centralized decision making has a bureaucratic culture. Some individuals prefer the certainty, hierarchy and strict organization of such a culture.
Ex. Military, Government agencies and firms started and managed by autocratic managers.
CLAN CULTURE – Being a part of a working family, following tradition and rituals, teamwork, spirit, self-management and social influence are characteristics of the clan culture. Employees are willing to work hard for a fair and equitable compensation and fringe benefit package. In a clan culture, employees are socialized by other members. Members help each other celebrate success together.
ENTREPRENEURIAL CULTURE – Innovation, Creativity, risk taking and aggressively seeking opportunities illustrates an entrepreneurial culture. Employees understand that dynamic change, individual initiatives, and autonomy are standard practices. Employees are encouraged and given autonomy to work on projects.
MARKET CULTURE – An emphasis on sales growth, increased market share, financial stability, and profitability are attributes of a market culture. Employees have a contractual relationship with the firm. There is little feeling of teamwork and cohesiveness.
Influencing Culture Change
Changing an organization’s culture takes time, effort and persistence, especially in firms with strong cultures. Older strong culture organizations have established stories, use symbols, conduct rituals, and even use their own unique language. In a strong culture organization, the core values are widely shared, respected, and protected.
Experimental Exercise Testing Culture Knowledge
Objectives:
1. To test your understanding of cultural differnces
2. To compare your understanding and international experiences with classmates.
Starting the Exercise
1. Each student should complete the seven-category survey.
2. Score your individual answres with the answer key.
3. Form into groups of five or six and compare international experiences. Did individuals with more international experinces score better?
4. With the group, discuss steps that could be taken to improve individual knowledge of cultural differnces.
GOING GLOBAL? TEST YOUR BUSINESS ETTIQUETTE KNOWLEDGE
(SOME QUESTIONS HAVE MORE THAN ONE ANSWER)
1. During business meetings, use first names in
a. Great Britain, because everyone is so chummy
b. Australia, because informality is rule
c. China, because the first name is the surname
d. Japan, because the last names is are easy to mispronounce.
2. In China, offer expensive gifts to your hosts
a. Everytime they ask for one.
b. When you need help getting out of the country.
c. Never. If they can reciprocate it, they’ll lose face.
3. In which country is a business card an object of respect?
a. Japan. An executive’s identity depends on his employer
b. Taiwan. It explains a person’s rank and status.
c. France. Especially card’s describing a man’s experience.
4. When doing business in Japan, never
a. Touch someone
b. Leave your chopsticks in the rice.
c. Take people to pricier restaurants than they took you to.
d. All of the above.
5. Power breakfasts are inappropriate in all but
a. Italy. The natives like to bring the family along
b. Mexico. People don’t bother to get to work till 10am anyway
c. United States. We invented them.
d. France. People are at their most argumentative in the morning.
6. In some countries, colors are key. Which is true?
a. For Koreans, Writing a persons name in red signifies death
b. In China and Japan, gifts wrapped in white and black should only be presented at funerals.
c. Purple suits in Great Britain represent Lack of taste
7. Which of this choices are obscene gestures?
a. The Okay sign in Brazil.
b. A hearty slap on the back in Switzerland.
c. Doing anything with the left hand in Saudi Arabia
d. Thumb between second and third finger in Japan.
