SMO310 Chapter Notes - Chapter 8: Role Model, Southwest Airlines, Organizational Culture

• School: University of Alberta
• Department: Strategic Management and Organization
• Course: SMO310
• Professor: Richard Field

Document Summary

Organizational culture: system of shared assumptions, values and beliefs that show people what is appropriate behavior. Strong influence on employee behavior and organizational performance. Corporate culture important part as corporate strategy for success. Culture, shared values, are related to increased performance. Culture (cid:373)ust fit the de(cid:373)a(cid:374)ds of co(cid:373)pa(cid:374)y"s e(cid:374)viro(cid:374)(cid:373)e(cid:374)t. Artifacts: visible, tangible aspects of org. culture; eg. physical environment, company policies, reward systems, etc. Culture represented by 7 values: detail oriented: precision. Difficulty of change unlearning old values difficult. Counterculture: subculture with values and beliefs in direct opposition to the values of the broader organization culture. May be tolerated as long as there are results. May be eliminated if it is perceived as a threat to the larger organizational culture. Culture is shaped by: challenges successful adaptation to environmental challenges. Founders values: personality, background, and values of founder: become part of the social culture to the point that which they help the company be successful. preferences industry demand.