ORGANIZATIONAL CULTURE

Chapter 17

Organizational BehaviorOrganizational BehaviorRobbins & Judge12th Edition

EQUIPO 9Gladys Garza Victor Bello Manuel J. Chavira

UNIVERSIDAD AUTÓNOMA DE UNIVERSIDAD AUTÓNOMA DE TAMAULIPASTAMAULIPASF.C.A.C.S. DIVISIÓN DE ESTUDIOS DE F.C.A.C.S. DIVISIÓN DE ESTUDIOS DE POSGRADOPOSGRADOComportamiento Organizacional (Seminario)Comportamiento Organizacional (Seminario)Dr. Homero Aguirre MillingDr. Homero Aguirre Milling

Institutionalization: A Forerunner of Culture

A condition that occurs when an organization takes on a life of its own, apart from any of its members, and acquire immortality.

Organizational Culture

A system of shared meaning held by members that distinguishes the organization from other organizations

Primary CharacteristicsPrimary Characteristics

Do Organizations Have Uniform Cultures?

Most of large organizations have a dominant culture and numerous sets of subcultures

Dominant Culture: Expresses the core values that are shared by a majority of the organization’s members

• Subcultures: Minicultures within an organization,typically defined by department designationsand geographical separation

Core Values: The primary or dominant values that are accepted throughout the organization.

What do Cultures Do ?

Culture as a Liability

Barrier to ChangeBarrier to Change Occurs when culture’s values are not aligned

with the values necessary for rapid change

Barrier to DiversityBarrier to Diversity Strong cultures put considerable pressure on

employees to conform, which may lead to institutionalized bias

Barrier to Acquisitions and MergersBarrier to Acquisitions and Mergers Incompatible cultures can destroy an

otherwise successful merger

How A Culture How A Culture BeginsBegins

Hiring andHiring andRetentionRetention

IndoctrinationIndoctrination& Socialization& Socialization

Behavior andBehavior andRole ModelingRole Modeling

Creating and Sustaining Culture

SustainingSustaininga Culturea Culture

SelectionSelection

Top ManagementTop Management

SocializationSocialization

Socialization Process Outcomes

PrearrivalPrearrivalPrearrivalPrearrival

MetamorphosisMetamorphosisMetamorphosisMetamorphosis

EncounterEncounterEncounterEncounter

ProductivityProductivityProductivityProductivity

CommitmentCommitmentCommitmentCommitment

TurnoverTurnoverTurnoverTurnover

A Socialization Model

Formal vs. Informal

Individual vs. Collective

Fixed vs. Variable

Serial vs. Random

Investiture vs. Divestiture

Entry Socialization Options

PhilosophyPhilosophyof the of the

Organization’sOrganization’sFoundersFounders

PhilosophyPhilosophyof the of the

Organization’sOrganization’sFoundersFounders

OrganizationalOrganizationalCultureCulture

OrganizationalOrganizationalCultureCultureSelectionSelectionSelectionSelection

TopTopManagementManagement

TopTopManagementManagement

SocializationSocializationSocializationSocialization

How Organizational Cultures Form

How Employees Learn Culture

Creating An Ethical Organizational Culture

Organizations Promoting High Ethical Standards Organizations Promoting High Ethical Standards are:are:

High tolerance for risk Low to moderate in aggressiveness Focus on means as well as outcomes

How can Management Promote an Ethical Culture?How can Management Promote an Ethical Culture? Being a visible role model Communicating ethicalexpectations Providing ethical training Rewarding ethical acts andpunishing unethical ones Providing protective mechanisms

2008 WME Companies

The Ethisphere Institute is a think-tank dedicated to the research and promotion of profitable best practices in global governance, business ethics, compliance and corporate responsibility.

http://ethisphere.com

Etishpere evaluates +10,000 companies to create a ranking.

Aspects Under EvaluationAspects Under Evaluation

Revenue Comparision of WMERevenue Comparision of WME

2008 WME Companies

Listado completo en http://ethisphere.com/wme2008

Creating a Customer-Responsive Culture

Key Variables Shaping Customer-Responsive Key Variables Shaping Customer-Responsive CulturesCultures1.The types of employees hired by the organization

2.Service employees need freedom to meet the dynamical customer-service requirements

3.Employees’ empowerment for decision discretion to please the customer

4.Good listening skills to understand customer messages

5.Role clarity that allows serviceemployees to act as “boundaryspanners”

1.Employees who engage inorganizational citizenshipbehaviors

Creating a Customer-Responsive Culture

Managerial Actions to Create Service Employees:Managerial Actions to Create Service Employees:

Spirituality and Organizational Culture

Workplace SpiritualityWorkplace SpiritualityThe recognition that people have an inner life that The recognition that people have an inner life that nourishes and is nourished by meaningful work that nourishes and is nourished by meaningful work that takes place in the context of the community.takes place in the context of the community.

Characteristics:Characteristics:Strong sense of purposeStrong sense of purposeFocus on individual developmentFocus on individual developmentTrust and opennessTrust and opennessEmployee empowermentEmployee empowermentToleration of employee expressionToleration of employee expression

Criticisms of Spirituality

1.1. What is the scientific foundation?What is the scientific foundation? It is still pending: needs more research

2.2. Are spiritual organizations legitimate: do they Are spiritual organizations legitimate: do they have the right to impose values on employees?have the right to impose values on employees?

Spirituality is not about God or any religious values It is an attempt to help employees find meaning and

value in their work

3.3. Are spirituality and profits compatible?Are spirituality and profits compatible? Initial evidence suggests that they are Spirituality may result in greater productivity and

dramatically lower turnover

Reasons for Growing Interest in Spirituality

As a counterbalance to the pressures and stress of a As a counterbalance to the pressures and stress of a turbulent pace of life and the lack of community many turbulent pace of life and the lack of community many people feel and their increased need for involvement people feel and their increased need for involvement and connection.and connection.

Formalized religion hasn’t worked for many people.Formalized religion hasn’t worked for many people.

Job demands have made the workplace dominant in Job demands have made the workplace dominant in many people’s lives, yet they continue to question the many people’s lives, yet they continue to question the meaning of work.meaning of work.

The desire to integrate personal life valuesThe desire to integrate personal life valueswith one’s professional life.with one’s professional life.

An increasing number of people are findingAn increasing number of people are findingthat the pursuit of more materialthat the pursuit of more materialacquisitions leaves them unfulfilled.acquisitions leaves them unfulfilled.

Conclusiones

Una cultura fuerte tiende a ser estable con el tiempo, lo Una cultura fuerte tiende a ser estable con el tiempo, lo que la hace difícil de manejar para sus administradores.que la hace difícil de manejar para sus administradores.

La selección de nuevo personal que encaje bien en la La selección de nuevo personal que encaje bien en la cultura organizacional es crítica para la motivación, la cultura organizacional es crítica para la motivación, la satisfacción laboral, el compromiso y la rotación de satisfacción laboral, el compromiso y la rotación de personal. Un empleado desadaptado a la cultura de la personal. Un empleado desadaptado a la cultura de la organización será menos productivo y más propenso a organización será menos productivo y más propenso a renunciar.renunciar.

La socialización es un aspecto importante en la cultura La socialización es un aspecto importante en la cultura corporativa por su impacto en el desempeño del empleado.corporativa por su impacto en el desempeño del empleado.

Como administradores nuestras acciones son ejemplo que Como administradores nuestras acciones son ejemplo que ayudan a crear los valores culturales de la ética, la ayudan a crear los valores culturales de la ética, la espiritualidad y una cultura positiva.espiritualidad y una cultura positiva.

ORGANIZATIONAL CULTURE

Chapter 17

Organizational BehaviorOrganizational BehaviorRobbins & Judge12th Edition

EQUIPO 9Gladys Garza Victor Bello Manuel J. Chavira

UNIVERSIDAD AUTÓNOMA DE UNIVERSIDAD AUTÓNOMA DE TAMAULIPASTAMAULIPASF.C.A.C.S. DIVISIÓN DE ESTUDIOS DE F.C.A.C.S. DIVISIÓN DE ESTUDIOS DE POSGRADOPOSGRADOComportamiento Organizacional (Seminario)Comportamiento Organizacional (Seminario)Dr. Homero Aguirre MillingDr. Homero Aguirre Milling