Organizational Culture & Environment - Chapter 13.pdf

to keep status quo Decisional stability Employee aggressiveness Of tasks than individual orientation Team orientation Basic Features/essence of an organization’s culture Manager decision impact on employees Manager People orientation What result is focused than how of it Manager Outcome orie...

to keep status quo Decisional stability Employee aggressiveness Of tasks than individual orientation Team orientation Basic Features/essence of an organization’s culture Manager decision impact on employees Manager People orientation What result is focused than how of it Manager Outcome orientation Employee Attention to detail employees are encouraged to Innovation and risk taking Founders of the organization Mission/vision/values/goals of the organisation Socialization of new employees Sources of Organisational culture Top management behaviour Recruitment of like minded Past practices of the organization Values are widely shared Conveys consistent messages about what is important Most employees can tell stories about company history or heroes Strong Organization Culture Employees strongly identify with culture Strong connections between shared values and behaviors Strong vs Weak Organization Cultures Values are limited to few people-usually top Management Coveys contradictory messages about what is important Weak Organization Culture Employees have little knowledge of company history or heroes Employees have little identification with culture Little connection between shared values and behavior Stories Symbols Rituals & Routines Ways of organizational Culture Transmission to Employees The paradigm Control Systems Power Structures Organizational Structures Give Members organizational Identity Facilitate Collective Commitment Culture functions Shape behavior by helping members make sense of their surroundings Sense Making Device Promote Social System Stability Develop culture champions Be creative and make it fun Encourage humanity in the workplace Connect to your purpose and values Creating positive organizational culture Create common language Walk your talk Building employee strengths Rewarding more than punishing Emphasizing vitality and growth Inspire Organize Creating a Culture of Innovation Synergize Empower Reward Organizational Culture & Environment Hire Employees with strong interest in Serving Customers Have few rigid rules, procedures and regulations Creating a Customer Responsive Culture Have good listening skills in relating to customer's messages Use widespread empowerment of employees Establish and follow a sustainability vision Face reality, without sugarcoating Creating a Sustainability Culture Give Importance to sustainability A strong sustainability culture exists when people Embed sustainability in decision-making processes Engage fully Be a visible role Model Provide protective mechanisms. Creating an Ethical Culture Communicate ethical expectations Visibly reward ethical acts and punish unethical ones Provide ethical training People want to integrate personal life values with their professional life Spirituality can counterbalance the pressures and stress of a turbulent pace of life Creating a Spiritual Organizational Culture Reasons for the Growing Interest in Spirituality An increasing number of people are finding that the pursuit of more material acquisitions leaves them unfulfilled Job demands have made the workplace dominant in many people’s lives, yet they continue to question the meaning of work Organizational culture can provide a positive ethical environment and foster innovation. Culture can also significantly contribute to an organization’s bottom line in many ways. Culture as an asset Culture can enhance organizational commitment and increase the consistency of employee behavior, which clearly benefits an organization. Culture as a Liability Despite being an asset Culture is valuable to employees too, because it spells out how things are done and what’s important. sometimes we shouldn’t ignore the potentially dysfunctional aspects of culture, especially a strong one, on an organization’s effectiveness. Institutionalization Barriers to Change Major factors that signal a negative organizational culture Barriers to Diversity Barriers to Acquisitions and Mergers External environment factors can cause direct and indirect effects on business operations, personnel and revenue. Innovation and risk taking Attention to detail Outcome orientation People orientation Impact of Organizational Culture on Employee Performance & Satisfaction Objective factors Team orientation Aggressiveness Stability High All of them are Perceived as Organizational Culture Strength Low This will indicate Realize that an organization’s culture is relatively fixed in the short term. To effect change, involve top management and strategize a long-term plan. Hire individuals whose values align with those of the organization; these employees will tend to remain committed and satisfied. “Misfits” have considerably higher turnover rates. Organisational culture-Implication for managers Employees’ performance and socialization depend to a considerable degree on their knowing what to do and not do. Train your employees well and keep them informed of changes to their job roles. You can shape the culture of your work environment, sometimes as much as it shapes you. All managers can especially do their part to create an ethical culture and to consider spirituality and its role in creating a positive organizational culture. Be aware that your company’s organizational culture may not be “transportable” to other countries. Performance Satisfaction