Organizational (Corporate) Culture
a pattern of basic assumptions that are considered valid and that are taught to new members as the way to perceive, think, and feel in the organization
Artifacts
symbols of culture in the physical and social work environment, most visible aspects of culture
Espoused
what members of an organization say the value
Enacted
reflected in the way individuals actually behave
Assumptions
deeply held beliefs that guide behavior and tell members of an organization how to perceive and think about feelings
Organizational Socialization
the process by which newcomers are transformed from outsiders to participating, effective members of the organization
Anticipatory Socialization
encompasses all of the learning that takes place prior to the newcomers first day on the job
Encounter
the newcomer learns the tasks associated with the job, clarifies roles, and establishes new relationships at work
Change and Acquisition
the newcomer begins to master the demands of the job
5 Ways Leaders Reinforce Organizational Culture
1) what leaders pay attention to 2) how leaders react to crisis 3) how leaders behave 4) how leaders allocate rewards 5) how leaders hire and fire individuals
3 Stages of Organizational Socialization
1) Anticipatory Socialization 2) Encounter 3) Change and Acquisition
Ways to Asses Organizational Culture
1) Organizational Culture Inventory (OCI) 2) Kilmann-Saxton Culture Gap Survey
Organizational Culture Inventory (OCI)
focuses on behaviors that help employees fit into the organization and meet expectations of the coworkers - two underlying dimensions are task/people & security/satisfaction
Kilmann-Saxton Culture-Gap Survey
focuses on what actually happens and on the expectations of others in the organization - two underlying forces are technical/human & time
3 Levels of Culture
1) Artifacts 2) Values 3) Assumptions
4 Functions of Culture
1. Provide a sense of identity to members and increase community 2. A sense-making device. Provides a way for employees to interpret the meaning of organizational events 3. Reinforces values in the organization 4. Serves as a control mechanism for shaping
Adaptive Culture
encourages confidence and risk taking among employees, has leadership that produces change, and focuses on the changing needs of customers
Nonadaptive Culture
characterized by cautious management that tries to protect its own interests
Personal Enactment
behavior that reflects the organizations values
Ceremonies and Rites
relatively elaborate sets of activities that are enacted time and again on important occasions
Stories
argued to be the most effective way to reinforce organizational values
Rituals
everyday organizational practices that are repeated over and over "the way we do things around here
Symbols
unspoken messages that communicate organizational culture ex: nike swoosh on ankle of employees
Values
reflect a persons underlying beliefs of what should or should not be
3 Theories about the Relationship between Culture ad Performance
1) Strong Cultural Perspective 2) Fit Perspective 3) Adaption Perspective
Strong Culture Perspective
an organization culture with a consensus on the values that drive the company and with intensity that is recognizable to outsiders
The Fit Perspective
argues that a culture is only good if it "fits" the industry of the firms strategy
Triangulation
the use of multiple methods to measure organizational culture, provides a more complete picture