The Organizational Culture -Human Behavior in Organzation
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The Organizational Culture -Human Behavior in Organzation
- 1. THE ORGANIZATIONAL CULTURE BY: EVELYN JOI VELASCO Presented to: Professor Jose Mateo, PhD.
- 2. LEARNING OBJECTIVES: 1. Meaning of Organizational Culture. 2. Elements, Dimensions and Characteristics that make up a Company’s culture. 3. The Creation and Maintenance of the Culture
- 3. What is OC?
- 4. Organizational culture - refers to a system of shared assumptions, values, and beliefs that show people what is appropriate and inappropriate behavior.
- 5. FIGURE 1 - THE P-O-L-C FRAMEWORK INDIVIDUALS TEND TO BECOME MORE AWARE OF THEIR ORGANIZATION’S CULTURE WHEN THEY HAVE THE OPPORTUNITY TO COMPARE IT TO OTHER ORGANIZATIONS.
- 6. WHY DOES ORGANIZATIONAL CULTURE MATTER? 1.Control System – OC is deeply embedded form of social control that influences employee decisions and behavior. 2. Social Glue – OC bonds people together and makes them feel part of the organizational experience. 3. Sense-making – OC assists the sense-making process. It helps employees understand what goes on and why things happen in the company.
- 7. BUT WAIT!!! An organization’s culture may be one of its strongest assets or its biggest liability.
- 8. LEVEL OF OC ..
- 9. WHICH VALUES CHARACTERIZE AN ORGANIZATION’S CULTURE? ----The Organizational Culture Profile (OCP) where culture is represented by seven distincts.
- 11. 1. Innovative Cultures - innovative cultures are flexible - adaptable - experiment with new ideas.
- 12. 2. Aggressive Cultures - competitiveness and outperforming competitors; - they often fall short in corporate social responsibility.
- 13. 3. Outcome-Oriented Cultures - emphasize achievement, results, and action as important values.
- 14. 4. Stable cultures - predictable, rule-oriented, and bureaucratic.
- 15. 5. People-oriented cultures -value fairness, supportiveness, and respecting individual rights.
- 16. 6. Team-oriented culture - collaborative and emphasize cooperation among employees.
- 17. 7. Detail-oriented culture --are characterized as emphasizing precision and paying attention to details.
Notas del editor
- WHAT WHY WHEN HOW
- Just as water is invisible to the fish swimming in it, yet affects their actions, culture consists of unseen elements such as assumptions and values that affect organizational life.
- Function of organizing
- At the deepest level, below our awareness, lie basic assumptions. These assumptions are taken for granted and reflect beliefs about human nature and reality. At the second level, values exist. Values are shared principles, standards, and goals. Finally, at the surface, we have artifacts, or visible, tangible aspects of organizational culture.
- For example, Microsoft is often identified as a company with an aggressive culture. The company has faced a number of antitrust lawsuits and disputes with competitors over the years. In aggressive companies, people may use language such as “we will kill our competition.”