2. Organizational culture A system of shared meanings that are
held by members that distinguishes the organization from other
organizations15-2
3. Characteristics of Organizational Culture 1. 2. 3. 4. 5. 6.
7.Innovation and risk taking Attention to detail Outcome
orientation People orientation Team orientation Aggressiveness
Stability 15-3
4. Do Organizations Have Uniform Cultures? A dominant culture
expresses the core values that are shared by a majority of the
organizations members A multiculture is Minicultures within the
organization, typically defined by department designations and
geographical separations 15-4
5. Strong vs. Weak Cultures In a strong culture, the
organizations core values are both intensely held and widely shared
Core values are primary and dominant values that are accepted
through out the organization 15-5
6. Cultures Functions Boundary-defining role Conveys a sense of
identity Facilitates the generation of commitment Enhances social
system stability Sense-making and control mechanism15-6
7. Culture vs. formalization The stronger an organizational
culture, the less management need to be concerned with developing
formalization15-7
8. Culture as a Liability Barriers to change Barriers to
diversity Barriers to acquisition and mergers15-8
9. How a Culture Begins Culture is created in three ways:
Founders hire and keep those who think and feel the same way they
do They indoctrinate and socialize these employees to their way of
thinking and feeling Their behavior acts as a role model
encouraging employees to identify with them 15-9
10. Keeping a Culture Alive Selection seek out those who would
fit in Top Management Senior executives establish norms of behavior
through what they say and do Socialization process that adapts
employees to the organization culture15-10
11. A Socialization Model15-11
12. How Organization Cultures Form15-12
13. How Employees Learn Culture Stories Rituals Material
Symbols Language15-13
14. Managing Cultural Change Cultural change is most likely to
take when the following conditions exist: Dramatic crisis exists or
is created Turnover Young and small organization Weak
culture15-14
15. Creating an Ethical Organizational Culture Be a visible
role model Communicate ethical expectations Provide ethical
training Visibly reward ethical acts and punish unethical ones
Provide protective mechanisms15-15
16. Managerial Action to Make Culture More Customer Responsive
Selection Training Structural design Empowerment Leadership
Performance evaluation Reward systems 15-16
17. Implications for Managers Create the culture you want when
the organization is small If established culture needs to be
changed, expect it to take years15-17
