The document discusses organizational culture, describing it as shared values, beliefs and norms that unite employees. It notes that organizations have a dominant culture as well as subcultures. Artifacts like physical structures, stories and language help maintain and transmit organizational culture. The strength of a culture depends on how widely shared and institutionalized its values are. National culture also influences organizations through dimensions like power distance, individualism, uncertainty avoidance and masculinity.
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Module 4
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What is This?
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What is Organizational Culture?
A system of shared values, assumptions, beliefs, and
norms that unite the members of an organization.
Reflects employees’ views about “the way things are
done around here.”
The culture specific to each firm affects how employees
feel and act and the type of employee hired and
retained by the company.
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Do Organizations Have Uniform Cultures?
Dominant Subcultures
Culture
Core
Values
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Culture & Subcultures
Dominant culture -- most widely shared values
and assumptions
Subcultures
Located throughout the organization
Can enhance or oppose (countercultures) firm’s dominant culture
Are “countercultures” useful?
Provide surveillance and critique, ethics
Source of emerging values
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The
BUSINESS SCHO O L
Artefacts of
Org. Culture
Elements
of
Organizational
Culture
Culture
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Organizational Culture Profile
Org Culture
Dimensions Dimension Characteristics
Experimenting, opportunity seeking, risk taking, few
Innovation
rules, low cautiousness
Stability Predictability, security, rule-oriented
Respect for people Fairness, tolerance
Outcome
orientation Action oriented, high expectations, results oriented
Attention to detail Precise, analytic
Team orientation Collaboration, people-oriented
Aggressiveness Competitive, low emphasis on social responsibility
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Artifacts of Organizational Culture
Observable symbols and signs of culture
Physical structures, ceremonies, language, stories
Maintain and transmit organization’s culture
Not easy to decipher artifacts -- need many of them
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Artifacts – Stories & Legends
Social prescriptions of desired (undesired) behavior
Provides a realistic human side to expectations
Most effective stories and legends:
Describe real people
Assumed to be true
Known throughout the organization
Are prescriptive
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Artifacts – Rituals & Ceremonies
Rituals
Programmed routines
(eg., how visitors are greeted, marking attendance, call
for meeting etc…)
Ceremonies
Planned activities for an audience
(eg., award ceremonies, celebrating occassions etc…)
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Artifacts – Organizational Language
Words used to address people, describe
customers, etc.
Leaders use phrases and special vocabulary as
cultural symbols
Language also found in subcultures
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Artifacts – Physical Structures
Building structure -- may shape and reflect culture
Office design conveys cultural meaning
Furniture, office size, wall hangings
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Strength of Organizational Culture
How widely and deeply employees hold the
company’s dominant values and assumptions
Strong cultures exist when:
Most employees understand/embrace the dominant
values
Values and assumptions are institutionalized through
well-established artifacts
Culture is long lasting -- often traced back to founder
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Functions of Strong Corporate Culture
Culture strength
advantages depend on:
• Environment fit
• Not cult-like
• Adaptive culture
Functions of Organizational
Strong Cultures Outcomes
• Control system • Org performance
• Social glue • Employee well-being
• Sense-making
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BUSINESS
CULTURE
ORGANIZATION OCCUPATIONAL
CULTURE CULTURE
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Hofstede’s Cultural Dimensions
Finds national culture dimensions meaningful to
business
Basis:
Work related values not universal
National values may persist over MNC efforts to create corporate
culture
Home country values often used to determine HQ policies
MNC may create morale problems with uniform moral norms
Purpose: understanding of business situations
across-cultures
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Hofstede’s Cultural Dimensions
Geert Hofstede – sampled 100,000 IBM employees
1963-1973
Compared employee attitudes and values across
40 countries
Isolated 4 dimensions summarizing culture:
1. Power distance
2. Individualism vs. Collectivism
3. Uncertainty avoidance
4. Masculinity vs. Feminity
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Power Distance
Degree of social inequality considered normal by
people
Distance between individuals at different levels of a
hierarchy
Scale: from equal (small power distance) to
extremely unequal (large power distance)
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Individualism Vs. Collectivism
Degree to which people in a country prefer to act as
individuals rather than in groups
Describes the relations between the individual and
his/her fellows
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Uncertainty Avoidance
Degree of need to avoid uncertainty about the
future
Degree of preference for structured versus
unstructured situations
Structured situations: have tight rules may or may not be written
down
High uncertainty avoidance: people with more
nervous energy (Vs. easy-going), rigid society,
"what is different is dangerous."
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Masculinity Vs. Feminity
Division of roles and values in a society
Masculine values prevail:
Assertiveness, success, competition
Feminine values prevail:
Quality of life, maintenance of warm personal
relationships, service, care for the weak, solidarity
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