ILROB 1220 1st Edition Lecture 9 Outline of Last Lecture I. Architecture typesII. Managing control and coordinationIII. Means of control and coordinationIV. Types of task interdependenceV. Steps of building architectureOutline of Current Lecture I. CultureII. Cognitive vs normative ordersIII. Organizational commitmentIV. Culture strength Current Lecture: Informal Structure of Organizational Behavior: CultureI. Culture: a set of shared values that define what is important and norms that define appropriate attitudes and behaviors for organizational membersa. Affects employee behaviorb. What “feel” does the organization have?c. What behaviors are celebrated? Punished?d. Who is excluded? Who is listened to?II. Culture as a cognitive ordera. Consists of basic assumptions about how the world worksb. Frames people’s interpretations of organizational events and understanding of organizational processesIII. Culture as a normative ordera. Consists of basic assumptions about what the “right” and “wrong kinds of behaviorb. Generates social pressures that create a propensity of individuals to act in certainwaysc. Intensity: amount of approval/disapproval attached to an expectationd. Agreement / crystallization: degree of consensus with which a norm is sharedThese 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.e. Culture is not homogenous!IV. Organizational commitment: an individual’s psychological bond to the organization (loyalty, sense of job involvement)a. Compliance: accept the influence of others to obtain something backb. Identification: accept the influence of others to maintain satisfactionc. Internalization: perceive organizational values as intrinsically rewarding and congruent with personal values V. Mechanisms for developing culturea. Participation b. Management becomes symbolic actionc. Information from othersd. Comprehensive reward systemVI. Leadership tools to manage culturea. Recruiting and selecting people for culture fitb. Managing culture through socialization and trainingc. Managing culture through reward systemVII. Culture strengtha. Strong: norms and values are agreed on, widely shared, and strongly held throughout the organizationb. Weak: fuzzy norms and values that are not widely shared VIII. Benefits of a strong culturea. Enhances coordination and control within a firmb. Improving goal alignment between the firm and its membersc. Increasing employee motivation and performanceIX. But is a strong culture always beneficial?a. Doesn’t always allow changeb. Inability to learn from deviating cultures/employeesX. Official culture vs actual culturea. Culture is an emergent informal phenomenonb. It is quite efficient in controlling behaviorc. Management of culture is a delicate