組織行為學(xué)清華class13

1、Chap. 17 Organization Culture14.1 What is OrganizationCulture1. Instituationalization:AforerunnerWhen an organization takes on a life ofits own,apart from any of its members,& acquires immortality-the notion nearly 50 years agoexisting beyond the life of any of one member, going beyond its original

2、missionStructure:20 years ago, organization was view as rational means by which to coordinate & control a group of peopleculture: organizations have2.A DefinitionA common perception held by the organizations members; a system of shared meaning.primary characteristics: exists on a continuum from low

3、to high,give a composite picture 1)innovation & risktaking2)attention to detail3)outcome orientation4)peopleorientation5)team orientation6)aggressiveness7)stabilitydistinction between culture & jobsatisfaction:descriptive term3. Cultural Typologiesidentified 4 cultural “types”Academy:a place for ste

4、ady climbers tomaster each job they hold.recruitingyoung graduates, specialtraining,steering through a myriad with a particular functionclub:place a high value on fitting in, commitment, loyalty.baseball team:entrepreneurially oriented haven for risk taker & innovatorsfortress:preoccupied with survi

5、val.Fell4. SubcultureAll sorts of ideologies shared by a few, many, all Organizational membersDominant culture:expresses the core values that are shared by a majority ofthe - members.Macro view giving an -sdistinction personality,uniform interpretation of the appropriate behaviorcore values:the prim

6、ary or dominant values that are accepted throughout the organizationSubculture:minicultures within an -,typically defined by department5.Strong Cultures &FormalizationStrong Cultures:cultures where the core values are intensely held & widely sharedthe more members accepting,the greater their commitm

7、ent to,the strong the value is.Low turnovera great influence on the behavior of itshavemembers because the high degree of sharedness & intensity creates an internal climate of high behavioral controlsubstitute for formalization: 2 different roads to a common destination. Formal rules & regulations w

8、ill be6. Organization vs. NationalCultureSocietal culture applied at the -al level. The strength of the -al cultures effect on the behavior of - depends on the strength of the - culturenational culture has a great impact on employees than does their -s cultureGeert Hofstede cross-culturecomparison C

9、ollectivism, distance, Uncertainty avoid,Individualism &PowerThe Kluckhohn-StrodbeckFrameworkRelationship to its environment- subjugate,harmony,dominate;Time orientation-past,present,future;Nature of human-dominant motive:good,evil,mixed;Activity orientation-doing,being,control;Focus of responsibili

10、ty- individualistic,group,hierarchical;Conception of space- private,mixed,publicChap. 17 Organization Culture14.2 What does Culture do1.Cultures Functions A boundary-defining role-create distinction Conveys a sense of identity for -al member facilitate the generation of commitment to sth. Larger tha

11、n ones individual self-interest enhance social system stability2.Culture as a liabilitypotentially dysfunctional aspects of Barrier to chancguelt:uforremany -s with strong culture, practices that led to previous successes can lead to failure when those practices no longer match up well with environm

12、ental needs.Barrier to diversity:strong culture can be liabilities when they effectively eliminate those unique strengths that people of different backgrounds bring to the -.Barrier to M&A:historically,the key factors in making M&A decisions wereChap. 17 Organization Culture14.3 Creating & Sustainin

13、gCulture1.How a Culture Begins Largely due to what it has done before & the degree of success it has had with those endeavors Founders-the ultimate source a major impact on its early culture; a vision of what the - should be; unconstrained by previous customs or ideologies the small size further fac

14、ilitates the2.Keeping a Culture AliveSelection in recruitment: identify who can perform the job well,the final decision about hiring is up to whose value is essentially consistent with the -.top management-the actions of - set up models of norms that filter down through -.socialization:the process t

15、hat adapts employees to the organizations culture.3 stagesprearrival: the period oflearningin the - that occurs before a newemployee joining.Beyond the specific jobencounter: the stage in which a newemployee sees what the - is really like &3.Summary:how cultures formAlternatives designed to bring ab

16、out the desired metamorphosis:Formal vs.Informal; Individual vs. Collective; vs. Variable;Serial vs. Random; Investiture vs. Divestituresummary the evolution: philosophy of the founders- Selection criteria-FixedTop management,Socialization-Organization cultureChap. 17 Organization Culture14.4 How em

17、ployees learnCulture1. Centrality of SymbolismTransmitted to employees in a number of forms, Denotativedirect,Connotative- broader use Stories:typically containing a narrative of events circulate through -,anchor the presentin the past & provide explanations &legitimacy for current practices.Rituals

18、:repetitive sequences of activities that express & reinforce the key values of the -,what goals are most important,which people are important &2.What is Culture?Working Definition: Shared assumptions a given group has developed to deal with the problems of external adaptation andHistorical (inptaesr

19、sneadl inatcergorsasticoonh. orts and generations)Moral force (normative, not utilitarian)“The way we do things around here” (cognitive dimension - taken for granted)Associated with the stability of the groupDifferentiating/identity device (relative to other groups)Associated with the intensity of c

20、ommon3 Scheins ModelofOrganizational CultureArtifactsWhat you observe (see, feel, hear)Espoused ValuesWhat you are toldBasic AssumptionsWhat participants take for granted4.How does Culture Change?Natural evolutionManaged evolution (-s learning and development)Challenges to Cultural Assumptions: Charismatic leadership Scandals Infusion of “outsiders” Mergers & acquisitions Coercive persuasion (“turn-around”)5.Toward A Cultural Analysis ofOrganizationF