ADM 2336 Lecture Notes - Lecture 22: Organizational Culture, Philosophes, Job Performance
16 Jun 2018
School
Department
Course
Professor
Organizational Culture and Change
Organizational culture
The shared social knowledge within an organization regarding the rules, norms,
and values that shape the attitudes and behaviours of its employees
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Organizational culture has a few layers
Observable artefacts
This consists of the physical manifestation of an organization's
culture that employees can easily see or talk about
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Some examples are
Symbols
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Physical structures
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Languages
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Stories
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Rituals
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Ceremonies
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Espoused values
This contributes to the development of normal standards of the
organization for hot it conducts business now and in the future
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The beliefs, philosophies, and norms that a company explicitly
states
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Basic underlying assumptions
Taken-for-granted beliefs and philosophes that are so ingrained that
employees simply act on them rather than questioning the validity
of their behaviour in a given situation
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General Culture Types
Networked
High sociability (independent)
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Low solidarity
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Found in highly creative organization
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Fragmented
Low sociability (dependent)
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Low solidarity
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Distant and disconnected from one another
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Communal
High sociability
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High solidarity
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Friendly and all think alike
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Mercenary
Low sociability
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High solidarity
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Employees think alike but not friendly to one another
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Culture strength
Exists when employees definitively agree about the way things are supposed to
happen within the organization (high consensus)
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When their subsequent behaviours are consistent with those expectations (high
intensity)
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Types of cultures
Strong culture
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Organizational subcultures
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Weak culture
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Differentiated culture
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Pros and cons of a strong culture
Pros
Differentiates the organization from others
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Allows employees to identify themselves with the organization
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Facilitates desired behaviours among employees
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Creates stability within the organization
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Cons
Makes merging with another organization more difficult
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Attracts and retains similar kinds of employees, thereby limiting
diversity of thought
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Can be "too much of a good thing" if it creates extreme behaviours
among employees
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Makes adapting to the environment more difficult
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Maintaining a culture
Attraction-Selection-Attrition (ASA)
A theory that states that employees will be drawn to organizations with
cultures that match their personality, organizations will select employees
that match, and employees will leave or be forced out when they are not
a good fit
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Socialization
Anticipatory stage
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Encounter stage
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Understanding and adaption
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The culture change process
Analysis and diagnosis
Is there a need to change?
OCAI
Organizational culture assessment instrument (OCAI), a
structured diagnostic tool used to describe and categorize
corporate cultures
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Understanding and managing
Is there resistance?
Resistance refers to the deliberate act of opposing or withstanding
change
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Employees can express resistance in many different ways
Lower task performance□
Lower levels or organizational citizenship behaviour□
Elevated counterproductive behaviour □
Increase withdrawal □
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Change
Will there be interventions?
What kinds of interventions might be needed?
Selection□
Training□
Performance management□
Changes in leadership□
Mergers and acquisitions □
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Evaluating the change
What will be the process?
At the end, you need to look at the change
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Was everything accomplished?
One way to make sure it so re-administer your diagnostic tool
(OCAI)
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Look for evidence of improved job performance, strong
commitment, reduced turnover, higher job satisfaction, less
stress, increased motivation, greater trust, better decisions,
less conflict within project teams, more effective
communication processes, and more favourable reaction to
leaders
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Class 22 -Apr. 3rd
Tuesday, April 3, 2018
16:02
Document Summary
The shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviours of its employees. This consists of the physical manifestation of an organization"s culture that employees can easily see or talk about. This contributes to the development of normal standards of the organization for hot it conducts business now and in the future. The beliefs, philosophies, and norms that a company explicitly states. Taken-for-granted beliefs and philosophes that are so ingrained that employees simply act on them rather than questioning the validity of their behaviour in a given situation. Employees think alike but not friendly to one another. Exists when employees definitively agree about the way things are supposed to happen within the organization (high consensus) When their subsequent behaviours are consistent with those expectations (high intensity) Allows employees to identify themselves with the organization. Attracts and retains similar kinds of employees, thereby limiting diversity of thought.
