Transcript Robbins & Judge Essentials of Organizational Behavior 10e

Essentials of
Organizational Behavior, 10/e
Stephen P. Robbins & Timothy A. Judge
Chapter 15
Organizational Culture
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After studying this chapter, you
should be able to:
1. Define organizational culture and describe its common
characteristics.
2. Explain the factors that create and sustain an
organization’s culture.
3. Show how culture is transmitted to employees.
4. Demonstrate how an ethical culture and a positive
culture can be created.
5. Show how national culture may affect the way
organizational culture is transported to a different
country.
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Organizational
Culture
A system of shared
meaning held by members
that distinguishes the
organization from other
organizations
• Composed of seven key
characteristics
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Seven Characteristics of
Organizational Culture
1. Innovation and Risk
Taking
2. Attention to Detail
3. Outcome Orientation
4. People Orientation
5. Team Orientation
6. Aggressiveness
7. Stability
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Culture Is a Descriptive Term
Culture
• Organizational culture is
concerned with how
employees perceive an
organization’s culture, not
whether or not they like it
• Descriptive
Job Satisfaction
• Measures affective
responses to the work
environment: concerned
with how employees feel
about the organization
• Evaluative
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Do Organizations Have Uniform
Cultures?
• The dominant culture expresses the core
values that are shared by a majority of the
organization’s members
• Subcultures tend to develop in large
organizations to reflect common problems,
situations, or experiences of members
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Strong Cultures
• In a strong culture, the organization’s core
values are both strongly held and widely
shared
• Strong cultures will:
 Have great influence on the
behavior of its members
 Increase cohesiveness
 Result in lower employee
turnover
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Culture’s Five Basic Functions
•
•
•
•
•
Defines Boundaries
Gives a Sense of Identity
Generates Commitment Beyond Oneself
Enhances Social Stability
Making sense and Control
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Culture as a Liability
• Barrier to Change
 Culture is slow to change – even in a changing
environment
• Barrier to Diversity
 Culture seeks to minimize diversity
 Can bring out bias and prejudice
• Barrier to Acquisitions and Mergers
 Most mergers fail due to culture differences
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Creating Culture
• Ultimate source of an organization’s culture
is its founders
• Founders create culture in three ways:
 By hiring and keeping those who think and feel the
same way they do
 “Forcing” employees to their way of thinking and
feeling
 Acting as a role model and encouraging employees to
identify with them
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Keeping a Culture Alive
• Selection – seek out those who fit in
• Top Management – establish norms of
behavior by their actions
• Socialization – help new employees
adapt to the existing culture
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How Organization Cultures Form
Success in employee socialization depends
on management’s selection of socialization
method and the closeness of new employees’
values to those of the organization
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How Employees Learn Culture
Culture is transmitted to
employees through:
 Stories – provide
explanations
 Rituals – reinforce key
values
 Material Symbols – show
importance
 Language – identify and
segregate members
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Creating an Ethical
Organizational Culture
A strong culture with high risk tolerance,
low-to-moderate aggressiveness, and
focuses on means as well as outcomes is
most likely to shape high ethical standards
Managers must be visible role models
Communicate ethical expectations
Provide ethical training
Visibly reward ethical acts and punish unethical
ones
 Provide protective mechanisms
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Creating a Positive
Organizational Culture
A positive culture is one that
emphasizes the following:
• Building on Employee
Strengths
• Rewarding More Than
Punishing
• Emphasizing Vitality and
Growth of the Employee
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Global Implications
National and Organizational Cultures:
• Organizations exist in a global context
• Must be aware of local and national cultures
Suggestions and Observations:
• Organizations heavily dependent on foreign markets and
labor
• National culture does influence organizational culture
• All managers must be culturally sensitive
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Implications for Managers
• Create the culture
you want when
the organization is
small and new
• If established
culture needs to
be changed,
expect it to take
years
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Keep in Mind…
• Organizational culture is concerned with
how employees perceive the culture, not
whether or not they like it
• Ethical and positive organizational cultures
can be created – methods differ
• National culture influences organizational
culture
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Summary
1. Defined organizational culture and described its
common characteristics.
2. Explained the factors that created and sustained an
organization’s culture.
3. Showed how culture was transmitted to employees.
4. Demonstrated how an ethical culture and a positive
culture could be created.
5. Showed how national culture might affect the way
organizational culture is transported to a different
country.
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Essentials of
Organizational Behavior, 10/e
Stephen P. Robbins & Timothy A. Judge
Chapter 16
Organizational Change
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Idea Champions
Managers who actively and enthusiastically
promote an idea, build support, overcome
resistance, and ensure that innovation is
implemented
 Have high self-confidence, persistence, energy, and
acceptance of risk
 Use inspiration and vision to gain commitment
 Have decision-making discretion
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Contemporary Issues
• Technology in the Workplace
• Work Stress
• Creating Learning Organizations
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Work Stress
Dynamic condition in which an individual is
confronted with an opportunity, constraint,
or demand related to what is desired and for
which the outcome is perceived to be both
uncertain and important
• Types:
 Challenge Stress – may improve performance
 Hindrance Stress – comes from obstacles to
achieving goals – mostly negative
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Managing Stress
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Organizational
Employee Selection
Organizational
Communication
Goal-setting Programs
Job Redesign
Personal
• Counseling
• Time Management
• Physical Activity
Managers have no direct control on personal stress
and there are ethical considerations about intruding
into employees’ personal lives
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CREATING A CULTURE OF LEARNING
Five Basic Characteristics of a Learning
Organization
People in a learning organization:
1. Are willing to put aside their old ways of thinking
2. Learn to be open with each other
3. Understand how the organization really works
4. Can form a plan or vision that everyone agrees on
5. Can work together to achieve that vision
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Global Implications
Is managing change culture bound?
1. Do people believe change is possible?
• Yes, when people believe they control their
environment
2. If it’s possible, how long will it take to bring about?
• Short-term focus cultures want fast results
3. Is resistance to change greater in some cultures than
in others?
• Yes, traditional cultures resist change
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Global Implications Continued
4. Does culture influence how change efforts will be
implemented?
• Yes, high power distance cultures are autocratic
5. Do successful idea champions do things differently in
different cultures?
• Yes, idea champions modified techniques based
on culture
Does stress vary across cultures?

The conditions that lead to stress may vary, but the
personality effects, outcomes, and reduction methods
do not
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Implications for Managers
• Managers must continually act as
change agents
• Organizations and their members tend
to resist change
• Changes are often stressful, but not all
stress is harmful
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