Organizational CultureStrategyPeopleWork
ProcessVisionValuesEconomic ForcesSocietal ForcesIndustry
ForcesLegal ForcesLeadership
Chapter 10, Stephen P. Robbins and Nancy Langton, Fundamentals
of Organizational Behaviour, Second Canadian Edition.Copyright 2004
Pearson Education Canada Inc.
Organizational CultureThe pattern of shared values, beliefs and
assumptions considered to be the appropriate way to think and act
within an organization.Culture is sharedCulture helps members solve
problemsCulture is taught to newcomersCulture strongly influences
behaviour
Chapter 10, Stephen P. Robbins and Nancy Langton, Fundamentals
of Organizational Behaviour, Second Canadian Edition.Copyright 2004
Pearson Education Canada Inc.
Exhibit 10-1 Layers of CultureArtifacts of
OrganizationalCultureMaterial
SymbolsLanguageRitualsStoriesOrganizational
CultureBeliefsValuesAssumptions
Chapter 10, Stephen P. Robbins and Nancy Langton, Fundamentals
of Organizational Behaviour, Second Canadian Edition.Copyright 2004
Pearson Education Canada Inc.
Levels of CultureArtifactsBeliefsValuesAssumptions
Chapter 10, Stephen P. Robbins and Nancy Langton, Fundamentals
of Organizational Behaviour, Second Canadian Edition.Copyright 2004
Pearson Education Canada Inc.
Characteristics of Organizational CultureInnovation and
risk-takingAttention to detailOutcome orientationPeople
orientationTeam orientationAggressivenessStability
Chapter 10, Stephen P. Robbins and Nancy Langton, Fundamentals
of Organizational Behaviour, Second Canadian Edition.Copyright 2004
Pearson Education Canada Inc.
Exhibit 10-2 Contrasting Organization CulturesOrganization
AOrganization B Managers must fully document all decisions.
Creative decisions, change, and risks are not encouraged. Extensive
rules and regulations exist for all employees. Productivity is
valued over employee morale. Employees are encouraged to stay
within their own department. Individual effort is encouraged.
Management encourages and rewards risk-taking and change. Employees
are encouraged to run with ideas, and failures are treated
aslearning experiences. Employees have few rules and regulations to
follow. Productivity is balanced with treating its people right.
Team members are encouraged to interact with people at all levels
and functions. Many rewards are team based.
Chapter 10, Stephen P. Robbins and Nancy Langton, Fundamentals
of Organizational Behaviour, Second Canadian Edition.Copyright 2004
Pearson Education Canada Inc.
Do Organizations Have Uniform Cultures?Organizational culture
represents a common perception held by the organization
members.Core values or dominant (primary) values are accepted
throughout the organization.Dominant cultureSubcultures
Chapter 10, Stephen P. Robbins and Nancy Langton, Fundamentals
of Organizational Behaviour, Second Canadian Edition.Copyright 2004
Pearson Education Canada Inc.
Exhibit 10-3 How Organizational Culture
FormsSelectioncriteriaSocializationOrganization'sculturePhilosophyoforganization'sfoundersTopmanagement
Chapter 10, Stephen P. Robbins and Nancy Langton, Fundamentals
of Organizational Behaviour, Second Canadian Edition.Copyright 2004
Pearson Education Canada Inc.
Keeping a Culture AliveSelectionTop ManagementSocialization
Chapter 10, Stephen P. Robbins and Nancy Langton, Fundamentals
of Organizational Behaviour, Second Canadian Edition.Copyright 2004
Pearson Education Canada Inc.
Cultures FunctionsSocial glue that helps hold an organization
together Boundary-definingConveys a sense of identity for
organization members
Chapter 10, Stephen P. Robbins and Nancy Langton, Fundamentals
of Organizational Behaviour, Second Canadian Edition.Copyright 2004
Pearson Education Canada Inc.
Cultures FunctionsFacilitates commitment to something larger
than ones individual self-interestEnhances social system
stabilityServes as a sense-making and control mechanism
Chapter 10, Stephen P. Robbins and Nancy Langton, Fundamentals
of Organizational Behaviour, Second Canadian Edition.Copyright 2004
Pearson Education Canada Inc.
Culture as a LiabilityCulture can have dysfunctional aspects in
some instancesCulture as a Barrier to: ChangeDiversityMergers and
Acquisitions
Chapter 10, Stephen P. Robbins and Nancy Langton, Fundamentals
of Organizational Behaviour, Second Canadian Edition.Copyright 2004
Pearson Education Canada Inc.
Conditions for Culture ChangeA dramatic crisisTurnover in
leadershipYoung and small organizationsWeak culture
Chapter 10, Stephen P. Robbins and Nancy Langton, Fundamentals
of Organizational Behaviour, Second Canadian Edition.Copyright 2004
Pearson Education Canada Inc.
Exhibit 10-6 Suggestions for Changing CultureHave top-management
people become positive role models, setting the tone through their
behaviour.Create new stories, symbols, and rituals to replace those
currently in vogue.Select, promote, and support employees who
espouse the new values that are sought.Redesign socialization
processes to align with the new values.
Chapter 10, Stephen P. Robbins and Nancy Langton, Fundamentals
of Organizational Behaviour, Second Canadian Edition.Copyright 2004
Pearson Education Canada Inc.
Exhibit 10-6 Suggestions for Changing Culture (contd)Change the
reward system to encourage acceptance of a new set of
values.Replace unwritten norms with formal rules and regulations
that are tightly enforced.Shake up current subcultures through
transfers, job rotation, and/or terminations.Work to get peer group
consensus through utilization of employee participation and
creation of a climate with a high level of trust.
Chapter 10, Stephen P. Robbins and Nancy Langton, Fundamentals
of Organizational Behaviour, Second Canadian Edition.Copyright 2004
Pearson Education Canada Inc.
Exhibit 10-7 Lewins Three-Step Change Model
Chapter 10, Stephen P. Robbins and Nancy Langton, Fundamentals
of Organizational Behaviour, Second Canadian Edition.Copyright 2004
Pearson Education Canada Inc.
Implementing ChangeUnfreezing: getting ready for changeMoving:
making the changeRefreezing: stabilizing the change
Chapter 10, Stephen P. Robbins and Nancy Langton, Fundamentals
of Organizational Behaviour, Second Canadian Edition.Copyright 2004
Pearson Education Canada Inc.
Exhibit 10-8 Unfreezing the Status
QuoTimeDrivingforcesRestrainingforcesDesiredstateStatusquo
Chapter 10, Stephen P. Robbins and Nancy Langton, Fundamentals
of Organizational Behaviour, Second Canadian Edition.Copyright 2004
Pearson Education Canada Inc.
UnfreezingArouse dissatisfaction with the current stateActivate
and strengthen top management supportUse participation in decision
makingBuild in rewards
Chapter 10, Stephen P. Robbins and Nancy Langton, Fundamentals
of Organizational Behaviour, Second Canadian Edition.Copyright 2004
Pearson Education Canada Inc.
MovingEstablish goalsInstitute smaller, acceptable changes that
reinforce and support changeDevelop management structures for
changeMaintain open, two-way communication
Chapter 10, Stephen P. Robbins and Nancy Langton, Fundamentals
of Organizational Behaviour, Second Canadian Edition.Copyright 2004
Pearson Education Canada Inc.
RefreezingBuild success experiencesReward desired
behaviourDevelop structures to institutionalize the changeMake
change work
Chapter 10, Stephen P. Robbins and Nancy Langton, Fundamentals
of Organizational Behaviour, Second Canadian Edition.Copyright 2004
Pearson Education Canada Inc.
Exhibit 10-9 Sources of Individual Resistance to
ChangeSecurityEconomicfactorsIndividualResistanceFear ofthe
unknownSelectiveinformationprocessingHabit
Chapter 10, Stephen P. Robbins and Nancy Langton, Fundamentals
of Organizational Behaviour, Second Canadian Edition.Copyright 2004
Pearson Education Canada Inc.
Cynicism About ChangeFeeling uninformed about what was
happeningLack of communication and respect from ones supervisorLack
of communication and respect from ones union representativeLack of
opportunity for meaningful participation in decision-making
Chapter 10, Stephen P. Robbins and Nancy Langton, Fundamentals
of Organizational Behaviour, Second Canadian Edition.Copyright 2004
Pearson Education Canada Inc.
Exhibit 10-11 Sources of Organizational Resistance to Change
Chapter 10, Stephen P. Robbins and Nancy Langton, Fundamentals
of Organizational Behaviour, Second Canadian Edition.Copyright 2004
Pearson Education Canada Inc.
Overcoming Resistance to ChangeEducation and
CommunicationParticipationFacilitation and Support
Chapter 10, Stephen P. Robbins and Nancy Langton, Fundamentals
of Organizational Behaviour, Second Canadian Edition.Copyright 2004
Pearson Education Canada Inc.
Overcoming Resistance to ChangeNegotiationManipulation and
CooperationCoercion
CHANGE IS A PROCESS OF TRANSITIONPRESENT
STATETRANSITIONSTATEDESIREDSTATERefreezing OccursDriving
ForcesRestraining Forces
Chapter 10, Stephen P. Robbins and Nancy Langton, Fundamentals
of Organizational Behaviour, Second Canadian Edition.Copyright 2004
Pearson Education Canada Inc.
Summary and ImplicationsEmployees form an overall subjective
perception of the organization based on such factors as degree of
risk tolerance, team emphasis, and support of people.This overall
perception becomes, in effect, the organizations culture or
personality.These favourable or unfavourable perceptions then
affect employee performance and satisfaction, with the impact being
greater for stronger cultures.Just as peoples personalities tend to
be stable over time, so too do strong cultures.This makes strong
cultures difficult for managers to change.
Chapter 10, Stephen P. Robbins and Nancy Langton, Fundamentals
of Organizational Behaviour, Second Canadian Edition.Copyright 2004
Pearson Education Canada Inc.
Summary and ImplicationsOne of the more important managerial
implications of organizational culture relates to selection
decisions.Hiring individuals whose values don't align with those of
the organization is not good.Change must be managed, it is not an
easy processIndividuals and organizations resist changeTo be
successful at change, it is necessary to break down the resistance
to change
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324.Material pertinent to this illustration is found on pages
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