Agenda

Questions? Organizational Culture

LECTURE 12:
ORGANIZATIONAL CULTURE

Final Exam

FINAL EXAM & COURSE REVIEW

Zorana Svedic

BUS 272 Behaviour in Organizations

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OBJECTIVES
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Organizational Culture

By the end of todays class, you should be able to

Describe an organizations culture using common characteristics

The pattern of shared values, beliefs, and assumptions considered to be the appropriate way to think and act within an organization Organizational Culture is:
Shared Helps members solve problems Taught to newcomers Influences behaviour

Explain why organizational cultures matter, and their drawbacks Plan how to cultivate an organizational culture

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Layers of Culture
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Cultural Artifacts
Symbols of Culture Stories about what has happened in the past Material Symbols / Physical structure

e.g., type of office space or layouts e.g., Christmas parties or other key events such as an annual award dinner e.g., the kind of words or jargon used to describe something
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Rituals or Ceremonies

Language

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Shared Values & Assumptions

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Dimensions of Org Culture

Shared Values Conscious beliefs Evaluates what is:

Good or bad Right or wrong

Shared Assumptions Unconscious, taken for granted perceptions or beliefs Mental models of ideas
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Innovation and risk-taking - focus on creativity Attention to detail - focus on precision and analysis Outcome orientation - focus on results/outcomes rather than on technique and process People orientation focus on people within the org. Team orientation focus on teams instead of individuals Aggressiveness competitive rather than easygoing Stability focus on status quo rather than growth

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Variance in Cultures
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Why Organizational Culture Matters

Dominant Culture

Subcultures

Expresses the core values that are shared by a majority of the organizations members

Create pressures and opportunities for change May enhance or oppose dominant cultural values

It defines boundaries It conveys a sense of identity to employees It increases commitment & stability (reduces turnover) It constrains and controls behaviour BUT strong cultures have disadvantages!
They resist change They limit diverse perspectives! They make mergers and acquisitions more difficult

Strong Cultures

Adaptive Cultures

Create pressures for conformity Exist where long-standing culture, widely and deeply held cultural values

Focus on external environment, organizational processes, continuous improvement, employee responsibility, proactive and speedy actions
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How to keep a culture alive

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Example: United Front Games

We are a video game developer based in Vancouver, Canada. We create entirely original intellectual properties for the Xbox 360 and PLAYSTATION 3 consoles. We are nimble and able to iterate quickly. We value building quality games above all The process by which we create great games also matters to us. We provide a co-operative and inclusive atmosphere. This approach enables employees to balance project demands with commitments to family, friends and other priorities unrelated to work. We have built a reputation as a respected developer, and people competitively seek to work at UFG because we respect, appreciate and value each other.
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1. Select people who fit the culture 2. Top management should exhibit the culture 3. Socialize new people

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United Front Games Culture

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Summary

Dimensions Innovation

Artifact

Organizational culture provides stability and gives employees a clear understanding of the way things are done around here. Artifacts, such as stories, rituals, material symbols, and language, can be used to help read an organizations culture. A strong culture can have a negative effect, including pressure-cooker cultures, barriers to change, difficulty in creating an inclusive environment, etc.

People

Team Low Stability

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Final Exam
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Perception

Date/Time: Sunday, Aug 12th 7:00PM - 10:00PM Location: C9001 Duration: 2.5 hrs No materials allowed: closed book (turn-off all electronics!!!) Format:

Perception: the process people use to interpret & organize

their impressions, to give meaning to their environment

Perceptual Errors:

75 Multiple Choice + 25 Matching Questions = 100 marks

Content:

Textbook Chapters 1-12 and all Lecture material (focus on lectures) ~ 1/3 pre midterm & ~ 2/3 post midterm Your SFU ID or picture ID (required) HB pencil & eraser (to fill in bubble sheet)

Bring the following:

Final Exam Procedures details on WebCT !!!

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Attribution Theory (Internal vs. External attribution) Self-Serving Bias Fundamental Attribution Error Selective Perception Halo Effect Contrast Effect Projection Stereotyping Self-Fulfilling Prophecy
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Personality
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Personality Attributes

External traits observable behaviours Internal states thoughts, values (inferred from behaviours) Myers-Briggs Type Indicator (MBTI)
1. 2. 3. 4. Extraversion (E) Sensing (S) Thinking (T) Judging (J) Openness to exp. Conscientiousness Extraversion Agreeableness Neuroticism Introversion (I) Intuition (N) Feeling (F) Perception (P) Not open to experience Undirectedness Introversion Antagonism Emotional Stability
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Core Self-Evaluation likes or dislikes oneself Machiavellianism pragmatic, opportunistic Narcissism arrogant, entitled Risk-Taking willingness to take chances Type A Personality ambitious, impatient Type B Personality easy-going, relaxed Proactive Personality driven, practical Self-Monitoring adjust behaviour to situations
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Big Five Personality Model (OCEAN)

1. 2. 3. 4. 5.

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Emotions
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Values & Ethics

Emotions: intense feelings directed at someone/something Emotional Labour Emotional Dissonance

Felt emotions Displayed emotions

Values: content (importance) + intensity (how important)

Terminal values Instrumental values

end-state means

Ethics: judgments about right and wrong Generation Sub-Culture Theory:

1. 2. 3. 4. The Elders (Matures) Baby Boomers Generation X (Xers) Generation Y (Nexters, Millenials)
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Emotional Intelligence (EQ)

1. 2. 3. 4. Self-Awareness lowest Self-Management Social Awareness Relationship Management highest

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Cultural Values
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Attitudes

Hofstede & GLOBE dimensions:

Attitudes: positive or negative feelings about objects, people,

or events

Power Distance (H & G) Uncertainty Avoidance (H & G) Individualism vs. Collectivism (H) Institutional collectivism vs. In-group collectivism (G) Masculinity vs. Femininity (H) Gender Egalitarianism (G) Long-Term vs. Short-Term Orientation (H) Future orientation (G) Assertiveness (G) Humane orientation (G) Performance orientation (G)
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Job Satisfaction: an individuals general attitude toward job

Job satisfaction affects productivity, OCB, customer satisfaction Job dissatisfaction results in exit, voice, loyalty, or neglect

Organizational Commitment:
Affective commitment (emotional) Normative commitment (obligation) Continuance commitment (calculation)

Cultural Intelligence (CQ):

Body (physical) Heart (emotional) Head (cognitive)
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Motivation
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Motivation Theories

Motivation: effort a person shows in reaching a goal

Intensity - how hard a person tries Direction - where a person put the effort to Persistence - how long a person can maintain the effort

Theory X: assumption that employees dislike work Theory Y: assumption that employees like work Motivators
Extrinsic Intrinsic

external outside the person internal persons internal desire

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Needs Theories Maslows Hierarchy of Needs Herzbergs Motivation-Hygiene Theory McClellands Theory of Needs Process Theories Expectancy Theory Goal-Setting Theory Self-Efficacy Theory Responses to the Reward System Equity Theory Cognitive Evaluation Theory Increasing Intrinsic Motivation
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Motivating Strategies
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Job Design

Motivating via Reinforcement

Positive Reinforcement Negative Reinforcement Punishment Extinction

Job rotation (cross-training) Job enlargement (horizontal loading) Job enrichment (vertical loading) Job Characteristics Model (JCM)

Motivating with Money

Individual - piece-rate wages, merit-based, skill-based, bonuses Group - gainsharing Organizational - profit-sharing, stock options, ESOPs

Skill variety Task identity Task significance Autonomy Feedback compressed workweek, flextime, job sharing, telecommuting
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Flexible Workplaces

Employee Recognition Programs

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Groups & Teamwork

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Communication

Types of Teams:

The Communication Process

Sender Encoding Message Receiver Decoding Context Feedback loop Channel (media richness)

problem-solving (process-improvement) self-managed (self-directed) cross-functional (project) virtual teams

Group Norms: performance, appearance, social, resources Group Roles: task & maintenance Five-stage model of group development:
forming, storming, norming, performing, and adjourning

Barriers to effective communication

Filtering Defensiveness Selective perception Information Overload

Communication differences across genders & cultures

Language Silence Nonverbal communication High vs. Low Context
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Punctuated-equilibrium model:
temporary groups with deadlines
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Conflict
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Negotiation
Relationship conflict (affective) Constructive conflict (cognitive)

Dysfunctional Functional

Win-Win orientation Integrative style Win-Lose orientation Distributive style Conflict-Handling Styles:
Competing / Forcing win/lose Collaborating / Problem-solving win/win Compromising lose/lose Avoiding lose/lose Accommodating / Yielding win/lose

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Distributive bargaining (divide the pie) Integrative bargaining (grow the pie) Negotiation strategy:

BATNA Best Alternative To a Negotiated Agreement Issues, positions, and interests Bargaining zone Location Physical setting Time passage and deadlines Audience and participant characteristics
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Situational influences on negotiations

Gender and Cultural differences in negotiation

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Decision-Making
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Decision-Making Issues

Rational Decision-Making Model:

1. 2. 3. 4. 5. 6. Define the problem Identify the decision criteria Allocate weights to the criteria Develop the alternatives Evaluate the alternatives Select the best alternative

Judgment Shortcuts:
Overconfidence Bias Anchoring Bias Confirmation Bias Availability Bias Escalation of Commitment Randomness Error Winners Curse Hindsight Bias

Bounded Rationality:
human limitations to interpret, process, and act on information

Group decision-making: Groupthink & Groupshift Ethical decision-making criteria:

Utilitarianism - Rights - Justice - Care

Rationality vs. Satisficing vs. Intuition Group vs. Individual decision-making:

Accuracy (G), Speed (I), Creativity (G), Acceptance (G), Efficiency (I)
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Corporate social responsibility Sustainability

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Leadership
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Leadership Types

Leading vs. Managing Leadership Theories: Traits, Behaviours, Situational The Leadership Grid
1. 2. 3. 4. 5. Country club Team Middle-of-the-road Impoverished Authority-obedience

Transactional Leadership

Managing

Contingent reward Management by exception (active & passive) Laissez-Faire leader

Transformational Leadership
Charismatic Inspiration

Leading

Intellectual stimulation Individualized consideration Leading without Authority Self-Leadership

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Situational Leadership Theory Path-Goal Theory

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Unofficial Leadership:
Mentoring Team Leadership

Power
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Politics

Dependency Power Sources of power:

Coercive Expert Reward Legitimate Referent Information

Types of political activity:

Impression management Withholding/distorting information Building support for ideas Associating with influential people Attacking others Praising others Building coalitions Creating obligations

Responses to power: Resistance Compliance Commitment Empowerment (giving power to employees):

No Discretion Participatory Emp. Self-Management

Organizational conditions

Scarce resources, ambiguous rules, politicking High need for power Machiavellian personality High self-monitors Internal locus of control
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Personal characteristics

The abuse of power:

Workplace bullying Sexual harassment

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Organizational Culture
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Visible

Artifacts
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Stories Material Symbols / Physical structure Rituals or Ceremonies Language

Thank You!
Good luck in your exam, school, careers, and all future endeavours

Invisible

Shared Values Conscious beliefs Shared Assumptions Unconscious beliefs

Dominant Culture vs. Subcultures Strong Culture vs. Adaptive Culture

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