UNT MGMT 3720 - Organizational Culture (16 pages)

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Organizational Culture



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Organizational Culture

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Characteristics of organizational culture, functions and dysfunctions of organizational culture, how to create and sustain it, ethics, spiritual culture, and national culture


Lecture number:
9
Pages:
16
Type:
Lecture Note
School:
University of North Texas
Course:
Mgmt 3720 - Organization Behavior
Edition:
1

Unformatted text preview:

MGMT 3720 Lecture 9 Outline of Last Lecture Chapter 15 Foundations of organization structure I 6 elements of an organization s structure II Characteristics of a bureaucracy III Matrix organization IV Virtual organization V Boundaryless organizations VI How organizational structures differ and contrasting mechanistic and organic models VII Behavioral implications of different organizational designs Outline of Current Lecture Chapter 16 Organizational Culture I Common characteristics of organizational culture II Functional and dysfunctional effects III Factors that create and sustain organizational culture IV How culture is transmitted to employees V How an ethical culture can be created VI Positive organizational culture VII Spiritual culture VIII National culture effect These notes represent a detailed interpretation of the professor s lecture GradeBuddy is best used as a supplement to your own notes not as a substitute Current Lecture Organizational culture a system of shared meaning held by members that distinguish the organization from other organizations This is how we do things here how we reward punish etc that makes us unique Seven primary characteristics that give a good summary or idea of an organization s culture Each of the characteristics exists on a continuum from low to high 1 Innovation and risk taking the degree to which employees are encouraged to be both innovative and take risks 2 Attention to detail the degree to which employees are expected to show precision analysis and attention to detail 3 Outcome orientation the degree to which management focuses on results rather than on processes used to obtain the results 4 People orientation the degree to which management decisions consider the effect of outcomes on people within the organization 5 Team orientation the degree to which work activities are organized around teams rather than individuals 6 Aggressiveness the degree to which people are aggressive and competitive 7 Stability the degree to



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