Organizational Culture-Part 1-Introduction-Prescriptive View

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By: Helenrose (111 month(s) ago)

I really do like your presentation on culture, especially on how managers can influence the culture of their organizations. I would appreciate if you could permit a download of this presentation and others in your series Helen

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Organizational Culture : 

copyright Marshall Scott Poole Organizational Culture Part 1: Introduction and Prescriptive View of Culture

I. Introduction : 

copyright Marshall Scott Poole I. Introduction Metaphor Culture

I. Introduction : 

copyright Marshall Scott Poole I. Introduction B. Definition A system of shared values, behavior patterns, norms, symbols, and attitudes that creates and maintains a certain way of life Learned product of group experience Expressed through various communicative forms: symbols, rituals, stories, heroes Socially constructed

I. Introduction : 

copyright Marshall Scott Poole I. Introduction C. Culture performs several important functions: Provides a shared frame of reference Reduces uncertainty Fulfills need for community

I. Introduction : 

copyright Marshall Scott Poole I. Introduction D. Two views of organizational culture Organizations “have” cultures Just another variable or property of an organization Prescriptive Organizations “are” cultures Culture makes the organization “what it is” Descriptive

II. Prescriptive Views of Organizational Culture : 

copyright Marshall Scott Poole II. Prescriptive Views of Organizational Culture A. Basic Assumptions All organizations have cultures in addition to other properties, such as structure, size, complexity, etc. Culture influences member behavior and organizational effectiveness

II. Prescriptive Views of Organizational Culture : 

copyright Marshall Scott Poole II. Prescriptive Views of Organizational Culture Basic Assumptions (cont) 3. Organizations can shape and define their cultures 4. The organization should cultivate a culture that makes it more effective

II. Prescriptive Views of Organizational Culture : 

copyright Marshall Scott Poole II. Prescriptive Views of Organizational Culture B. Deal and Kennedy: Strong Cultures Culture is reflected in values, heroes, rites and rituals, how culture is communicated Strong Cultures: Clear set of values Consistently communicated Permeates organization All employees buy into the culture

II. Prescriptive Views of Organizational Culture : 

copyright Marshall Scott Poole II. Prescriptive Views of Organizational Culture B. Deal and Kennedy: Strong Cultures 3. Cultures Differ Along Two Dimensions Feedback and Reward: How long it takes to get feedback knowing how one is performaing and the rewards connected to good performance Risk and Uncertainty: How much risk is there in the job and what is the level of uncertainty

II. Prescriptive Views of Organizational Culture : 

copyright Marshall Scott Poole II. Prescriptive Views of Organizational Culture 4. Four Types of Organizational Cultures Risk Feedback & Reward Rapid Slow Low High

II. Prescriptive Views of Organizational Culture : 

copyright Marshall Scott Poole II. Prescriptive Views of Organizational Culture B. Deal and Kennedy: Strong Cultures 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 companies. Tough-Guy Macho Cultures (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.

II. Prescriptive Views of Organizational Culture : 

copyright Marshall Scott Poole II. Prescriptive Views of Organizational Culture B. Deal and Kennedy: Strong Cultures Process Cultures (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. Bet-the-Company Cultures (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 manufacturers, oil companies.

II. Prescriptive Views of Organizational Culture : 

copyright Marshall Scott Poole II. Prescriptive Views of Organizational Culture B. Deal and Kennedy: Strong Cultures (cont) 5. The key to effectiveness is to nurture the appropriate culture for the conditions the organization faces 6. Organizations should consciously shape their cultures through: Value engineering Development of rites and rituals Stories Etc. etc.

Organizational Culture: An Illustration : 

copyright Marshall Scott Poole Organizational Culture: An Illustration A small manufacturing company fostering a culture of Eagle Behavior An eagle soars in the high places, free above the crowd. An eagle stands for freedom, character, and values. Looking beyond the horizon, it sets goals clearly that others can only imagine. Its strategy is to capture a goal through developing and strengthening skills…An eagle does not just meet, but exceeds the expectations of internal and external customers. Pictures of eagles all over the place. Eagle pins. Mission statement: Mfgco will develop a strong team spirit with the goal of being the best in our industry.

Organizational Culture: An Illustration : 

copyright Marshall Scott Poole Organizational Culture: An Illustration Eagles versus Ducks Young eagles have to conform to be accepted

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