Reflective essay

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Culture and Norms

Culture

• The set of key values, assumptions, understand- ings, and norms that is shared by members of an organization and taught to new members as correct

Norms

• Shared standards that define what behaviors are acceptable and desirable within a group of people

Exhibit 14.1 – Levels of

Corporate Culture

Importance of Culture

It integrates members so that they know how to relate to one another

It helps the organization adapt to the external environment

Internal Integration (slide 1 of 2)

Develops a collective identity

Helps members work together effectively

Guides day-to-day working relationships

Determines how people communicate in the organization

Internal Integration (slide 2 of 2)

Determines what behavior is acceptable

Determines how power and status are allocated

Culture Strength

The degree of agreement among employees about the importance of specific values

and ways of doing things

Exhibit 14.2 – Responsive versus

Resistant Cultures

Source: Based on John P. Kotter and James L. Heskett, Corporate Culture and Performance (New York: The Free Press, 1992), p. 51.

Culture Gap

The difference between desired and actual values

and behaviors

Exhibit 14.3 – Combining Culture

and Performance

Source: Adapted from Jeff Rosenthal and Mary Ann Masarech, ‘‘High-Performance Cultures: How Values Can Drive Business Results,’’

Journal of Organizational Excellence (Spring 2003), pp. 3–18; and Dave Ulrich, Steve Kerr, and Ron Ashkenas, Figure 11–2, GE

Leadership Decision Matrix, The GE Work-Out: How to Implement GE’s Revolutionary Method for Busting Bureaucracy and Attacking

Organizational Problems—Fast! (New York: McGraw-Hill, 2002), p. 230.

Mechanisms That Enact

Cultural Values (slide 1 of 2)

Rites and ceremonies

Stories

Symbols

Specialized language

Mechanisms That Enact

Cultural Values (slide 2 of 2)

Selection and socialization

Daily actions

Socialization

The process by which a person learns the cultural values, norms, and behaviors that

enable him or her to “fit in” with a group or organization

Exhibit 14.4 – Four Corporate

Cultures

Source: Based on Paul McDonald and Jeffrey Gandz, ‘‘Getting Value from Shared Values,’’ Organizational Dynamics 21, no. 3 (Winter 1992), pp.

64–76; Deanne N. Den Hartog, Jaap J. VanMuijen, and Paul L. Koopman, ‘‘Linking Transformational Leadership and Organizational Culture,’’ The

Journal of Leadership Studies 3, no. 4 (1996), pp. 68–83; Daniel R. Denison and Aneil K. Mishra, ‘‘Toward a Theory of Organizational Culture and

Effectiveness,’’ Organizational Studies 6, no. 2 (March–April 1995), pp. 204–223; Robert Hooijberg and Frank Petrock, ‘‘On Cultural Change: Using

the Competing Values Framework to Help Leaders Execute a Transformational Strategy,’’ Human Resource Management 32, no. 1 (1993), pp. 29–

50; and R. E. Quinn, Beyond Rational Management: Mastering the Paradoxes and Competing Demands of High Performance (San Francisco:

Jossey-Bass, 1998).

Values-Based Leadership (slide 1 of 2)

An influence relationship between leaders and followers

that is based on shared, strongly internalized values that emphasize the common good

and are consistently advocated and acted upon by the leader

Values-Based Leadership (slide 2 of 2)

• Leaders influence organizational culture

– Demonstrating their personal values

• Generates trust and respect from employees

– Practicing spiritual leadership

• Values and practices considered as spiritual ideals

include integrity, humility, respect, appreciation for the

contributions of others, fair treatment, and personal

reflection

Spiritual Leadership

The display of values, attitudes, and behaviors necessary to intrinsically motivate oneself and others toward a sense of spiritual expression through

calling and membership

Exhibit 14.5 – Model of

Spiritual Leadership

Source: Based on Louis W. Fry, Sean T. Hannah, Michael Noel, and Fred O. Walumbwa, ‘‘Impact of Spiritual Leadership on Unit Performance,’’

The Leadership Quarterly 22 (2011), pp. 259–270; and Louis W. Fry, ‘‘Toward a Theory of Spiritual Leadership,’’ The Leadership Quarterly 14

(2003), pp. 693–727. Used with permission.