Organizational Culture

A pattern of basic assumptions that the group learned as it solved

its problems of external adaptation and internal integration, that has
worked well enough to be considered valid and, therefore, to be
taught to new members as the correct way to perceive, think and
feel in relation to those problems.
-Edgar Schein, 1992

Artifacts symbols
of
s
culture in the physical
and social work environment

Values
Espoused: what members of
an organization say they value
Enacted: reflected in the way
individuals actually behave

Assumptions deeply held

beliefs that guide behavior and tell
members of an organization how
to perceive and think about things

Levels of
Organizational
Culture

Artifacts symbols
of
s
culture in the physical
and social work environment

Organizational
Culture
Visible, often not
decipherable

Values
Espoused: what members of
an organization say they value
Enacted: reflected in the way
individuals actually behave

Greater level
of awareness

Assumptions deeply held

Taken for granted,

Invisible, Preconscious

beliefs that guide behavior and tell

members of an organization how
to perceive and think about things

Functions of Organizational Culture

Culture provides a sense of identity to members

and increases their commitment to the
organization
Culture is a sense-making device
for organization members
Culture reinforces the values
of the organization
Culture serves as a control
mechanism for shaping
behavior

Understanding
Organizational Culture
Antecedents

Founders values

Industry &
business
environment
National culture
Senior leaders
vision and
behavior

Organizational
Culture
Observable
artifacts

Espoused values

Organizationa
l Structure &
Practices
Reward
systems

Collective
Attitudes &
Behavior

Organizationa
l Outcomes
Effectiveness

Innovation &
stress

Mentoring
Decision
making

Basic
assumptions

Organizational
design

Work attitudes

Job satisfaction

Motivation

Group &
Social
Processes
Socialization

Group
dynamics
Communication
Influence &
empowerment
Leadership

Types of Cultures

Constructive

Passive-defensive

Aggressive-defensive

Valuing members, self-actualizing,Approval-oriented, traditional and

bureaucratic, dependent and
and humanistic/encouraging
non participative, punish
normative beliefs (expected
mistakes but ignore success.
behavior or conduct)

Confrontation and negativism are

rewarded, nonparty-cipative,
positional power, winning
valued, compete-tiveness
rewarded, perfecti-onistic

Achievement: Goal and

achievement oriented.
Self-actualizing: Value selfdevelopment and creativity
Humanistic encouraging:
Participative,employee
centered and supportive
Affiliative: High priority on
constructive interpersonal
relationships and focus on
work group satisfaction

Oppositional: Confrontation and

negativism rewarded
Power: Non-participative, take
charge of defensive
subordinates and responsive to
superiors
Competitive: Winning is valued and
a win-lose approach is used.
Perfectionistic: Perfectionistic,
persistent and hard working

Approval: Avoid conflict, strive to

be liked by others and
approval oriented
Conventional:
Conservative,bureaucratic and
people follow the rules
Dependent: Nonparticipative,centralized
decision making and
employees do what they are
told

Theories on the relationship

between organizational
culture and performance
Strong Culture Perspective
Fit Perspective
Adaptive Perspective

Strong Culture
An organizational culture with a consensus on the values that drives the
company and with an intensity that is recognizable even to outsiders.

Strong Cultures Facilitate Performance Because:

They are characterized by goal alignment
They create a high level of motivation because of shared values by the
members
They provide control without the oppressive effects of bureaucracy

Fit Perspective
According to this perspective a culture is good only if it fits the
industry or the firms strategy
Three

particular industry characteristics that affect culture:

1.Competitive

environment
2.Customer requirements
3.Societal expectations

Adaptive Culture
An organizational culture that encourages confidence and risk taking among
employees, has leadership that produces change, and focuses on the changing
needs of customers is an adaptive type of culture.Here is a comparison in
Adaptive and non-adaptive organizational cultures:

Organizational Socialization

There are three stages of socialization : Anticipatory socialization, Encounter, change and
acquisition.

Phases

Anticipatory socialization
learning that occurs prior to
joining the organization

Encounter values, skills, and

attitudes start to shift as new
recruit discovers what the
organization is truly like

Change and acquisition recruit

masters skills and roles and
adjusts to work groups values
and norms

Perceptual and Social

Processes

Anticipating realities about the

organization and the new job

Anticipating organizations needs

for ones skills and abilities

Anticipating organizations
sensitivity to ones needs and
values

Managing lifestyle-versus-work
conflicts

Managing intergroup role conflicts

Seeking role definition and clarity

Becoming familiar with task and

group dynamics

Competing role demands are

resolved

Critical tasks are mastered

Group norms and values are

Outcomes of Socialization
Newcomers who are successfully
socialized should exhibit:
Good

performance
High job satisfaction
Intention to stay with organization
Low levels of distress symptoms
High level of organizational commitment

How cultures are embedded in

organizations

Formal/public statements
Physical Layout
Slogans, co. lingo
Mentoring, modeling
Explicit rewards, promotion criteria
Stories, legends, myths
Processes and outcomes, measurement
Workflow and systems

Functions of Mentoring

Career Functions

Sponsorship
Exposure-and-Visibility
Coaching
Protection
Challenging Assignments

Psychological Functions

Role Modeling
Acceptance-andConfirmation
Counseling
Friendship

Interventions for Changing

Organizational Culture