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Chap.17OrganizationCulture§14.1WhatisOrganizationCulture1.Instituationalization:Aforerunner•Whenanorganizationtakesonalifeofitsown,apartfromanyofitsmembers,&acquiresimmortality--thenotionnearly50yearsago•existingbeyondthelifeofanyofonemember,goingbeyondit’soriginalmission•Structure:20yearsago,organizationwasviewasrationalmeansbywhichtocoordinate&controlagroupofpeople•culture:organizationshavepersonalitiestoo,justlikeindividuals;eachhasauniquefeeling&characterbeyondit’sStructuralcharacteristics.Theroleplayinginthelivesofit’smembers.2.ADefinition•Acommonperceptionheldbytheorganization’smembers;asystemofsharedmeaning.•primarycharacteristics:existsonacontinuumfromlowtohigh,giveacompositepicture1)innovation&risktaking2)attentiontodetail3)outcomeorientation4)peopleorientation5)teamorientation6)aggressiveness7)stability•distinctionbetweenculture&jobsatisfaction:descriptivetermperceived,evaluative3.CulturalTypologiesidentified4cultural“types”•Academy:aplaceforsteadyclimberstomastereachjobtheyhold.recruitingyounggraduates,specialtraining,steeringthroughamyriadwithaparticularfunction•club:placeahighvalueonfittingin,commitment,loyalty.•baseballteam:entrepreneuriallyorientedhavenforrisktaker&innovators•fortress:preoccupiedwithsurvival.Fellonhardtimes&seekingtoreverseit’ssaggingfortunes•can’tbeneatlycategorizedintoonebecausetheyhaveablendof--orareintransition.Personality-culturematch4.Subculture•Allsortsofideologiessharedbyafew,many,allOrganizationalmembers•Dominantculture:expressesthecorevaluesthataresharedbyamajorityofthe--members.Macroviewgivingan--’sdistinctionpersonality,uniforminterpretationoftheappropriatebehavior•corevalues:theprimaryordominantvaluesthatareacceptedthroughouttheorganization•Subculture:minicultureswithinan--,typicallydefinedbydepartmentdesignations&geographicalseparationcorevalues+additionalvalues5.StrongCultures&Formalization•StrongCultures:cultureswherethecorevaluesareintenselyheld&widelyshared•themoremembersaccepting,thegreatertheircommitmentto,thestrongthevalueis.Lowturnoverhaveagreatinfluenceonthebehaviorofitsmembersbecausethehighdegreeofsharedness&intensitycreatesaninternalclimateofhighbehavioralcontrol•substituteforformalization:2differentroadstoacommondestination.Formalrules®ulationswillbeinternalizedinemployeeswhentheyacceptedthe--culture.Achievesthesameend--increasesbehavioralconsistencywithouttheneedforwrittendocumentation6.Organizationvs.NationalCulture•Societalcultureappliedatthe--allevel.Thestrengthofthe--alculture’seffectonthebehaviorof--dependsonthestrengthofthe--culture•nationalculturehasagreatimpactonemployeesthandoestheir-’sculture•GeertHofstedecross-culturecomparisonIndividualism&Collectivism,Powerdistance,Uncertaintyavoid,QuantityorQualityoflifeTheKluckhohn-StrodbeckFramework•Relationshiptoit’senvironment--subjugate,harmony,dominate;•Timeorientation---past,present,future;•Natureofhuman---dominantmotive:good,evil,mixed;•Activityorientation--doing,being,control;•Focusofresponsibility--individualistic,group,hierarchical;•Conceptionofspace--private,mixed,public•Thenatureofrealityandtruth;•Thenatureofhumanrelationship---Intercourseway,CompetitiveorCooperative,Highorganizedorautonomous,ParticipateD-M;•Homogeneityvs.diversityChap.17OrganizationCulture§14.2WhatdoesCulturedo1.Culture’sFunctions•Aboundary-definingrole--createdistinction•Conveysasenseofidentityfor--almember•facilitatethegenerationofcommitmenttosth.Largerthanone’sindividualself-interest•enhancesocialsystemstability•increasinglyimportantinthe1990s2.Cultureasaliabilitypotentiallydysfunctionalaspectsofculture•Barriertochange:formany--swithstrongculture,practicesthatledtoprevioussuccessescanleadtofailurewhenthosepracticesnolongermatchupwellwithenvironmentalneeds.•Barriertodiversity:strongculturecanbeliabilitieswhentheyeffectivelyeliminatethoseuniquestrengthsthatpeopleofdifferentbackgroundsbringtothe--.•BarriertoM&A:historically,thekeyfactorsinmakingM&Adecisionswerefinancialadvantagesorproductsynergy;Inrecentyears,culturecompatibilityhasbecometheprimaryconcern.Chap.17OrganizationCulture§14.3Creating&SustainingCulture1.HowaCultureBegins•Largelyduetowhatithasdonebefore&thedegreeofsuccessithashadwiththoseendeavors•Founders--theultimatesource•amajorimpactonit’searlyculture;avisionofwhatthe--shouldbe;unconstrainedbypreviouscustomsorideologies•thesmallsizefurtherfacilitatesthefounders’impositionoftheirvisiononallemployees2.KeepingaCultureAlive•Selectioninrecruitment:identifywhocanperformthejobwell,thefinaldecisionabouthiringisuptowhosevalueisessentiallyconsistentwiththe--.•topmanagement--theactionsof--setupmodelsofnormsthatfilterdownthrough--.•socialization:theprocessthatadaptsemployeestotheorganization’sculture.3stagesprearrival:theperiodoflearninginthe--thatoccursbeforeanewemployee’joining.Beyondthespecificjobencounter:thestageinwhichanewemployeeseeswhatthe-isreallylike&confrontsthepossibilitythatreality&expectationsmaydiverge.Themostcriticalmetamorphosis:thestageinwhichanewemployeeadjuststohisworkgroup’svalues&norms3.Summary:h