FSU MAN 3025 - Chapter 8 Organizational Culture

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Chapter 8 Organizational Culture 8 1 Understanding Organizational Culture shared assumptions beliefs values Culture related to organization in POLC framework Culture related to increased performance O C dictates employee behavior 8 2 Measuring OCP Organizarional Culture Profile OCP 1 Innovative Cultures flexible adaptable experiment with new ideas flat hierarchy status distinctions downplayed Apple ex using small teams accountability agility Microsoft important values 2 Aggressive Cultures competitiveness outperforming competiors 3 Outcome Oriented Cultures achievement results actions Employees and managers accountable for success Can result in unhealthy work environment performance rewards employees and group output pressure Prevent quick action 4 Stable Cultures predictable rule orientated bureaucratic 5 People orientated cultures fairness supportiveness respecting individual rights Starbucks is example good employee benefits 6 Team orientated Culture collaborative emphasive cooperation among employees Positive relationship with coworkers and managers hospitality 7 Detail orientated culture precision paying attention to detail Strong Culture shared by organizational members conseus on values of company If company culture on same page more likely to effect behavior can If wants to change old values may be hard to get everyone on same Mergers can be diffciult to strong culture of both companys have clash help or hurt company wall street example page and learn new ones of culture that are unique and different 8 3 Creating and Maintaining factors that are most important in the creation of an organization s culture include founders values preferences and industry demands founders values will become part of the culture if it helps company become successful companies in some industries can have different cultures but also industry can be a force to create similar organizational culture Attraction Selection Attrition Employees attracted to organizations they will fit in different personalites different cultures Selection companys look for people who will fit into culture Attrition natural process where candidates who do not fit Research shows formal orientation programs help with teaching goals in will leave the company history and communicates power structure Computer based less understanding Mentors and protoges who pick each other are more satisfied Leaders style and organizations culture goes hand in hand Leaders effect culture by their reactions to others Whter the organizations rewards behaviors or results shapes culture or if it rewards performance of senority makes a difference in culture Types of behavior that are rewarded or ignored set tone for culture Five ways Culture shows itself to observers and employees employees and influences behavior an organization that have symbolic meaning signas values 1 Mission statement describes company purpose effective if known by 2 Rituals breate belonging and identification repetitive activities within 3 Rules and Policies determines acceptable and unacceptable behavior 4 Physical Layout 5 Stories engegizzes to goal hero history values and priorites LANGUAGE jargon companies own special terms 8 4 Culture Change Company values and demands of envionrment changing culture needs to be changed 6 steps to increase success in culture change 1 Create sense of urgency why change is important 2 Change leaders and other key players remove leaders who get 3 Role Modeling good or bad behavior will trickle down in way of culture change 4 Training train employees new norms and behavior styles 5 Changing The Reward System reward people who embrace new values can make sure cultures change stays CHAPTER 8 VOCAB outperforming competitors 7 innovative cultures Cultures that are flexible adaptable and 8 Mentor A trusted person who provides an employee with advice and 9 Onboarding The process through which new employees learn the 1 aggressive cultures Cultures that value competitiveness and 2 Artifacts The visible and tangible elements of culture 3 Assumptions Beliefs about human nature and reality that are taken for 4 Counterculture Shared values and beliefs that are in direct opposition 5 detail oriented cultures Cultures that emphasize precision and paying 6 formal orientation program A program used to indoctrinate new granted to the values of the broader organizational culture attention to details employees to the company culture as well as introducing them to their new jobs and colleagues experiment with new ideas support regarding career related matters attitudes knowledge skills and behaviors required to function effectively within an organization achievement results and action supportiveness and respecting individual rights symbolic meaning bureaucratic members the organization emphasize cooperation among employees outcome oriented cultures Cultures that emphasize people oriented cultures Cultures that value fairness Rituals Repetitive activities within an organization that have stable cultures Cultures that are predictable rule oriented and strong culture A culture that is shared by organizational Subculture A set of values unique to a limited cross section of team oriented cultures Cultures that are collaborative and Values Shared principles standards and goals 10 11 12 13 14 15 16 17 Chapter 8 Quiz 1 Looking at tangible aspects of an organization is likely to give a full picture of the organization b False 2 Companies with detail oriented culture give a competitive advantage to companies in the hospitality industry by helping them differentiate themselves from others 3 Organizational culture will act as a self defending organism where intrusive elements are kept out a True a True 4 Cultures that emerge within different departments branches or geographic locations are called a Subcultures 5 The primary reason managers who start a new job fail or either voluntarily leave or are fired report not being able to a Form effective relationships with colleagues 6 When leaders motivate employees through inspiration corporate culture tends to be a More supportive and people oriented 7 In an organization in which high level managers make the effort to involve others in decision making and seek opinions of others corporate culture tends to be c People or team oriented 8 The following are tips which allow one to more accurately gauge the culture of a company EXCEPT d Read the mission and value statements 9 The ASA framework provides information on which of the


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FSU MAN 3025 - Chapter 8 Organizational Culture

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