組織行為學(雙語)課程CH15-Organizational-Culture課件

1、Essentials of Organizational Behavior, 10/eStephen P. Robbins & Timothy A. JudgeChapter 15 Organizational CultureEssentials of Chapter 15 After studying this chapter, you should be able to:Define organizational culture and describe its common characteristics.Compare the functional and dysfunctional

2、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 and a positive culture can be created.Show how national culture may affect the way org

3、anizational culture is transported to a different country.After studying this chapter, yOrganizational CultureA system of shared meaning held by members that distinguishes the organization from other organizationsComposed of seven key characteristicsOrganizational CultureA systemSeven Characteristic

4、s of Organizational CultureInnovation and Risk TakingAttention to DetailOutcome OrientationPeople OrientationTeam OrientationAggressivenessStabilitySeven Characteristics of OrganCulture Is a Descriptive TermCultureOrganizational culture is concerned with how employees perceive an organizations cultu

5、re, not whether or not they like itDescriptiveJob SatisfactionMeasures affective responses to the work environment: concerned with how employees feel about the organizationEvaluativeCulture Is a Descriptive TermCDo Organizations Have Uniform Cultures? The dominant culture expresses the core values t

6、hat are shared by a majority of the organizations members Subcultures tend to develop in large organizations to reflect common problems, situations, or experiences of membersSubcultures mirror the dominant culture but may add to or modify the core valuesDo Organizations Have Uniform Strong CulturesI

7、n a strong culture, the organizations core values are both intensely held and widely shared Strong cultures will:Have great influence on the behavior of its membersIncrease cohesivenessResult in lower employee turnoverStrong CulturesIn a strong culCulture Versus FormalizationBoth seek predictability

8、, orderliness, and consistencyCulture controls by increasing behavioral consistencyFormalization controls through policies and written documentationStrong cultures can be a substitute for formalizationCulture Versus FormalizationBoCultures Five Basic FunctionsDefines BoundariesConveys a Sense of Ide

9、ntity Generates Commitment Beyond Oneself Enhances Social StabilitySense-making and Control MechanismCultures Five Basic FunctionsCulture as a Liability Barrier to ChangeCulture is slow to change even in a dynamic environmentBarrier to DiversityCulture seeks to minimize diversityCan embed prevalent

10、bias and prejudiceBarrier to Acquisitions and MergersMost mergers fail due to cultural incompatibilityCulture as a Liability BarrierCreating CultureUltimate source of an organizations culture is its foundersFounders create culture in three ways:By hiring and keeping those who think and feel the same

11、 way they doIndoctrinating and socializing those employees to their way of thinking and feelingActing as a role model and encouraging employees to identify with themCreating CultureUltimate sourcKeeping a Culture AliveSelection seek out those who fit inTop Management establish norms of behavior by t

12、heir actionsSocialization help new employees adapt to the existing cultureKeeping a Culture AliveSelectiA Socialization ModelPre-arrival initial knowledge about the organization and own unique ideasEncounter exposed to the organizationMetamorphosis member changed to fit within the organizationA Soci

13、alization ModelPre-arrivDimensions of Socialization ProgramsIntense ProgramsFormal new workers separated for trainingCollective group basisFixed planned activitiesSerial role models usedDivestiture strip away characteristics to build up new onesModerate ProgramsInformal new workers immediately put t

14、o workIndividual one-on-oneVariable no timetablesRandom on your ownInvestiture accepts and confirms existing characteristicsDimensions of Socialization PHow Organization Cultures FormSuccess in employee socialization depends on managements selection of socialization method and the closeness of new e

15、mployees values to those of the organizationHow Organization Cultures FormHow Employees Learn CultureCulture is transmitted to employees through:Stories provide explanationsRituals reinforce key valuesMaterial Symbols convey importanceLanguage identify and segregate membersHow Employees Learn Cultur

16、eCulCreating an EthicalOrganizational CultureA strong culture with high risk tolerance, low-to-moderate aggressiveness, and focuses on means as well as outcomes is most likely to shape high ethical standardsManagers must be visible role modelsCommunicate ethical expectationsProvide ethical trainingV

17、isibly reward ethical acts and punish unethical onesProvide protective mechanismsCreating an EthicalOrganizatiCreating a Positive Organizational CultureA positive culture is one that emphasizes the following:Building on Employee StrengthsRewarding More Than PunishingEmphasizing Vitality and Growth o

18、f the EmployeeCreating a Positive OrganizatiGlobal ImplicationsNational and Organizational Cultures: Organizations exist in a global context Must be aware of local and national culturesSuggestions and Observations: Organizations heavily dependent on foreign markets and labor National culture does in

19、fluence organizational culture All managers must be culturally sensitiveGlobal ImplicationsNational anImplications for ManagersCreate the culture you want when the organization is small and newIf established culture needs to be changed, expect it to take yearsImplications for ManagersCreatKeep in Mi

20、ndOrganizational culture is concerned with how employees perceive the culture, not whether or not they like itEthical and positive organizational cultures can be created methods differNational culture influences organizational cultureKeep in MindOrganizational cuSummaryDefined organizational culture and described its common characteristics.Compared the functional and dysfunctional effects of organizational culture on people and the o