Organizational Culture

Chapter Learning Objectives

After studying this chapter, you should be able to:
Relate institutionalization to organizational culture. Define organizational culture and describe its common characteristics. Compare the functional and dysfunctional effects of organizational culture on people and the organization. Explain the factors that create and sustain an organizations culture. Show how culture is transmitted to employees. Demonstrate how an ethical culture can be created. Describe a positive organizational culture. Identify characteristics of a spiritual culture. Show how national culture may affect the way organizational culture is transported to a different country.
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Organizational Culture
Institutionalization: A forerunner of culture
When an organization takes on a life of its own, apart from any of its members, becomes valued for itself, and acquires immortality A common perception held by the organizations members; a system of shared meaning Seven primary characteristics
1. 2. 3. 4. 5. 6. 7. Innovation and risk taking Attention to detail Outcome orientation People orientation Team orientation Aggressiveness Stability
E X H I B I T 17-1

Organizational Culture

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Do Organizations Have Uniform Cultures?

Culture is a descriptive term: it may act as a substitute for formalization Dominant Culture
Expresses the core values that are shared by a majority of the organizations 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

Strong Culture
A culture in which the core values are intensely held and widely shared
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What Do Cultures Do?

Cultures Functions
1. Defines the boundary between one organization and others 2. Conveys a sense of identity for its members 3. Facilitates the generation of commitment to something larger than self-interest 4. Enhances the stability of the social system 5. Serves as a sense-making and control mechanism for fitting employees in the organization

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Culture as a Liability
Barrier to change
Occurs when cultures 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

Incompatible cultures can destroy an otherwise successful merger

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How Culture Begins

Stems from the actions of the founders:
Founders hire and keep only employees who think and feel the same way they do. Founders indoctrinate and socialize these employees to their way of thinking and feeling.

The founders own behavior acts as a role model that encourages employees to identify with them and thereby internalize their beliefs, values, and assumptions.

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Keeping Culture Alive

Selection
Concerned with how well the candidates will fit into the organization Provides information to candidates about the organization

Top Management
Senior executives help establish behavioral norms that are adopted by the organization

Socialization
The process that helps new employees adapt to the organizations culture

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Stages in the Socialization Process

Prearrival
The period of learning prior to a new employee joining the organization

Encounter
When the new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge

Metamorphosis
When the new employee changes and adjusts to the work, work group, and organization

E X H I B I T 17-2

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Socialization Program Options

Choose the appropriate alternatives:
Formal versus Informal Individual versus Collective Fixed versus Variable Serial versus Random Investiture versus Divestiture

Socialization outcomes:
Higher productivity Greater commitment Lower turnover
Source: Based on J. Van Maanen, People Processing: Strategies of Organizational Socialization, Organizational Dynamics, Summer 1978, pp. 1936; and E. H. Schein, Organizational Culture, American Psychologist, February 1990, p. 116.

E X H I B I T 17-3

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Summary: How Organizational Cultures Form

Organizational cultures are derived from the founder They are sustained through managerial action

E X H I B I T 17-4

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