MANGMT 3000 1st Edition Lecture 10 Outline of Last Lecture I Ethics II Strategy Outline of Current Lecture I Organizational culture Current Lecture Organizational culture system of share beliefs and values that develops within an organization and guides the behavior of its members Also called corporate culture Clan culture internal focus values flexibility rather than stability encourages collaboration among employees Adhocracy culture attempts to create innovative products by being adaptable creative and quick to respond to changes in the marketplace Market culture focuses on the external environment driven by competitors and a strong desire to deliver results Hierarchy culture apt to have a formalized structured work environment aimed at achieving effectiveness through a variety of control mechanisms Levels of org culture 1 Observable artifacts physical manifestations such as manner of dress awards myths and stories about the company 2 Espoused values explicitly stated values and norms preferred by an org enacted values represent the values and norms actually exhibited in the org 3 Basic assumptions represent the core values of the org s culture those taken for granted and highly resistant to change How employees learn culture 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 Symbol object act quality or event that conveys meaning to others Story narrative based on true events which is represented to emphasize a particular value Hero person whose accomplishments embody the values of the org Rites and rituals activities and ceremonies planned and unplanned that celebrate important occasions in the org s life Process of cultural change 1 2 3 4 5 6 Formal statements Slogans and sayings Stories legends and myths Leader reaction to crises Role modeling training and coaching Physical design Organization system of consciously coordinated activities or forces of two or more people Organization chart box and lines showing the formal lines of authority and the org s official positions or work specializations
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