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Chapter 5 Flashcards

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A system of shared values, behavior patterns, norms, symbols, and attitudes that creates and maintains a certain way of life What is organizational culture? What functions does culture perform? Organizations “have” culture Organizations “are” culture Basic Assumptions of Prescriptive view - Provides a shared frame of reference - Reduces uncertainty - Fulfills need for community Just another variable or property of an organization [Prescriptive] Culture makes the organizations “what it is” [Descriptive] 1. All organizations have cultures in addition to other properties, such as structure, size, complexity, etc. 2. Culture influences member behavior and organizational effectiveness 3. Organizations can shape and define their cultures 4. The organization should cultivate a culture that makes it more effective- Clear set of values - Consistently communicated - Permeates organizations - All employees buy into the culture What is strong culture? Deal and Kennedy: Feedback and Reward Deal and Kennedy: Risk and Uncertainty What are Deal and Kennedy’s four culture types? How long it takes to get feedback knowing how one is performing and the rewards connected to good performance How much risk is there in the job and what is the level of uncertainty 1. Work-hard play-hard Cultures 2. Tough-Guy Macho Cultures 3. Process Cultures 4. Bet-the-Company How to build a strong culture? - Value engineering - Development of rites & rituals - Use stories[High Risk, Rapid Feedback and Reward] - Stress comes from high risk and potential loss/gain of reward - Focus on the present rather than the longer-term future - Eg. Police, surgeons, sports Tough-Guy Macho Cultures Process Cultures Bet-the-Company Cultures Limitations of the prescriptive view [Low Risk, Slow Feedback and Reward] - Low stress, steady work, comfort and security. Stress may come from internal politics and stupidity of the system - Development of bureaucracies and other ways of maintaining the status quo - Focus on security of the past and of the future - Eg. Banks, insurance companies [High Risk, Slow Feedback and Reward] - Stress coming from high risk and delay before knowing if actions have paid off - The long view is taken, but then much work is put into making sure things happen as planned - Eg. Aircraft manufactures, oil companies 1. Taken to the extreme, each cultural types may be lead to counterproductive behavior 2. Trying to create a strong culture can foster a repressed and conformist organization 3. Changing cultures is difficult and risky 4. May divert our attention from the role of power in organizations Work-Hard Play-Hard Cultures [Low risk, Rapid Feedback and Reward] - Stress comes from quantity of work rather than uncertainty - High-speed action leading to high-speed recreation - Eg. Restaurants, software companiesPeters and Waterman’s “Excellent Cultures” emphasized… The importance of people and downplay bureaucratic structure and


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