Theory & Practice Perspective Paper
S.SHARON
mgmt505_lectureslides_ch02_2.pptMGMT 505
Organizational Behavior
Chapter 2
Organizational Culture
Draws from research in anthropology, sociology, and social psychology
Critical to understanding behavioral patterns in organizations
Why processes and initiatives work in some organizations and not others
Layers of Organizational Culture
Observable Artifacts
Espoused Values
Basic Assumptions
Schein: Levels of organizational culture
Most visible = artifacts/technology/behaviors/rituals
Shared values = typically inferred through symbolic means
“Sustainability”, “Quality”, “Service”
Basic beliefs/assumptions of members = how we operate on a daily basis; norms (typically ingrained, not conscious)
Highly resistant to change!
Understanding Organizational Culture
Manifestations of Culture
- Symbols and artifacts
physical indicators of an organization’s culture
Offices, cubicles, department locations
Lobby/receptionist
Logos and other symbols
Technology, devices
- Rites and rituals
behavioral indicators of culture – positive or negative
Workflow & Process
Meetings & Events
Recognition and Discipline
Socialization & Development
- Language and communication
channels of communication
information sharing
terms/jargon/acronyms/slogans
Functions & Outcomes of Organizational Culture
- Gives members an organizational identity
- Facilitates collective commitment
Vision & Mission
- Promotes social system stability
- Shapes behavior through understanding of environment and expectations
Culture impacts person-org fit, performance, engagement
Organizational Culture:
Competing Values Framework
Organic
Mechanistic
Changing Organizational Culture
- What might influence an organization to change its culture?
Competition
Economic or demographic shift
Change in leadership
Expansion in products/services, and location
- Why is culture change so difficult?
Can be a time-intensive process – slow evolution
Some practices are implemented quickly (e.g., dress code policy, onsite day care), but evidence of culture change is slow
Resistance by members to changes in basic assumptions – ingrained values, norms, and behaviors
Risk of losing something if the culture changes = WIIFM?
Any failed attempts to change culture in the past are remembered
Org Culture & The New Employee: Socialization
- May help new employees adapt to organization, become productive
- Assessing organization-person fit critical during recruitment/selection
- Reduces anxiety due to uncertainty
- Encourages appropriate behaviors necessary for ideal performance
- Fosters inclusion, cohesiveness, organizational stability
- Transitional process of acculturation and knowledge building occurs as the socialization process
History, stories, and structure
Language
Process, pace, and politics
People - key players, gatekeepers
Organizational resources
- Formal and Informal Socialization
Individual and Collective
Employee Socialization Process
- Anticipatory/Prearrival stage:
Individuals arrive with a set of values, attitudes and expectations which they have developed from previous experience and the selection process.
- Encounter stage:
Individuals discover how well their expectations match realities within the organization.
Settling in occurs
Work demands balanced
Level of performance adjusted to meet needs
Challenges and issues identified
- Change/Acquisition stage:
Individuals have adapted/conformed to the organization, feel accepted and know what is expected of them.
Culture & Career Development:
Employee Mentoring
- Mentoring
process of forming and maintaining professional developmental relationships between an experienced person (mentor) and a junior-level person (protégé)
- Mentoring Approaches
Formal
Structured identification of mentor/protégé pairs
Specific objectives and goals
Timeline
Aligned with protégé development plan and outcomes (e.g., promotion)
Informal
Connection of mentor and protégé occurs informally
No specific objectives or developmental goals
