ORGANIZATIONAL CULTURE AND ENVIRONMENT
Chapter 3
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
3–*
Management
Stephen P. Robbins Mary Coulter
tenth edition
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
CONTENT
Organizational Culture
Definition and dimensions
Strong culture
Sources and maintenance of organizational culture
Current organizational culture issues
Two views of managers: Omnipotent Or Symbolic?
The affects of organizational culture on managers
Organizational Environment
Definition and components of environment
The affects of organizational environment on managers
Assessing environmental uncertainty
Managing stakeholder relationship
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
THE ORGANIZATION’S CULTURE
People have personality.
Organizations also have personality – organizational culture
The shared values, principles, traditions and ways of doing things that influence the way organizational members act.
In most organizations, these shared values and practices have evolved over time and determine, in a large degree, how things are done in the organization.
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
EXHIBIT 3–2 DIMENSIONS OF ORGANIZATIONAL CULTURE
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Describe Shue Yan’s “personality”.
Each group prepare for each dimension:
Explain it in your own words.
How is the dimension in Shue Yan University? High? Or moderate? Or Low?
Explain your opinion with an example.
Preparation Time:15 mins
Then draw the dimension you will explain to others.
Ask one person to come to the front to explain, analyze and give an example.
The performance will be marked.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
THE ORGANIZATION’S CULTURE
Implications:
Culture is a perception.
Not physically touched or seen.
Culture is shared.
People in an organization with different backgrounds or levels describe the culture in similar terms
Culture is descriptive.
How employees perceive it, not whether they like it.
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
STRONG CULTURES
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
All organizations have cultures, but not all cultures equally influence employees’ behaviors and actions.
Those cultures in which key values are deeply and widely held are called strong cultures.
Strong cultures have a strong influence on the members of that organization
Employees are more loyal
Higher performance
Prevent employees from trying new approach
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
EXHIBIT 3–5 HOW AN ORGANIZATION’S CULTURE IS ESTABLISHED AND MAINTAINED
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Shue Yan:
Cultivate Virtue
My interview experience
Speech in the meetings
Parties
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
HOW EMPLOYEES LEARN CULTURE
Stories
Narratives of significant events or actions of people that convey the spirit of the organization
Language
Acronyms and jargon of terms, phrases, and word meanings specific to an organization
For example, “eating your own dog food”
Means: using your own software programs or products in the early stages as a way of testing it even if the process is disagreeable. (Microsoft @ Seattle)
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
HOW EMPLOYEES LEARN CULTURE
Rituals
Repetitive sequences of activities that express and reinforce the values of the organization
For example, Mary Kay’s annual awards
Link: