Sanders 3302 Unit 8 Journal

Chapter 14: Organizational Culture

The Team Culture at Warby Parker (1 of 2)

• Startup quickly became powerhouse

• Team culture considered essential to

success

– Donation for each purchase

– Results in teams with passion

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The Team Culture at Warby Parker (2 of 2)

• Training focuses on interpersonal

relationships

• Strong team culture means happier

employees

– Better retention

– More efficient teams

– Higher revenue

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What Is Organizational Culture? (1 of 2)

• Organizational culture

– Dimensions of organizational culture norms

• Cultural variability in visibility and

concreteness

– Artifacts and creations

– Values

– Assumptions

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What Is Organizational Culture? (2 of 2)

• How to understand an organization’s

culture

• Seven Characteristics of Culture

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Markets, Bureaucracies, and Clans (1 of 4)

• Another approach examines control

mechanisms

– Goal incongruence

– Performance ambiguity

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Markets, Bureaucracies, and Clans (2 of 4)

• How organizations address control

– Market control

– Bureaucratic control

– Clan control

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Markets, Bureaucracies, and Clans (3 of 4)

• How organizations address control

– Implications of emergent cultures

– Employee organizational commitment

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Markets, Bureaucracies, and Clans (4 of 4)

• National Culture and Organizational

Culture

– Possible source of confusion

– Important organizational culture values

– Significant statistical associations

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Strong Organizational Cultures (1 of 3)

• Characteristics of strong cultures

– High agreement among employees about

values

– High intensity toward values

– Strong cultures critical for bottom-line

performance

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Strong Organizational Cultures (2 of 3)

• Zappos: A Strong Organizational Culture

– Zappos’s drivers in building strong culture

– Core values

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Strong Organizational Cultures (3 of 3)

• Organizational Subcultures

– Most organizations have three general

subcultures

– Operators

– Engineers

– Executives

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Socialization (1 of 4)

• Organizational Socialization

– Series of reality “shocks”

– Process

• Anticipatory Socialization

– Organizational anticipatory socialization

– Basic processes

– Seeking good person-organization fit

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Socialization (2 of 4)

• Entry and Assimilation

– Preentry

– Issues in preentry

– Entry

– Onboarding

– “Unwritten rules” for new employee behavior

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Socialization (3 of 4)

• Metamorphosis

– Definition

– New employee is comfortable

– Successful metamorphosis and positive

effects

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Socialization (4 of 4)

• Attraction–Selection–Attrition (ASA)

– Which organizations attract which applicants

– Culture is becoming important hiring criterion

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How Employees Learn Culture (1 of 3)

• Stories

– Storytelling

– Organizational purposes of stories

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How Employees Learn Culture (2 of 3)

• Rituals

– Definition

• Symbols

– Definition

– Material symbols

– Dress symbols

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How Employees Learn Culture (3 of 3)

• Language

– May be confusing to new employee

– Language referring to employees reflects

values

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Organizational Climate (1 of 4)

• Organizational climate

– Definition

– Clarification

• Distinguishing culture and climate

– Climate can be altered

– Culture is an evolved context

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Organizational Climate (2 of 4)

• Climcult

– Elements

– The climcult perspective and gaining more

complete views

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Organizational Climate (3 of 4)

• How Climate Influence Organizational

Practice

– Significant impacts on dependent variables

– Studied facets of climate

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Organizational Climate (4 of 4)

• Ethical Climate

– Leader influence

– Aspects of ethical climates

– Distinct types of ethical climates and shaping

them

– Significant role in employee well-being

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