Organization culture in sports

1. Made by –
Shubham Gupta
M.P.T (SPORTS)
IV SEM
4/27/20161
ORGANIZATION CULTURE IN
SPORTS

2. Organizational Culture
 Organizational culture is the set of values,
beliefs, and standards for acceptable
behaviour that its members share.
 It is a set of shared, taken-for-granted implicit
assumptions that a group holds and that
determines how it perceives, thinks about and
reacts to its various environments.
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3.  Think of culture as the organization’s personality.
 Sport team culture adds a special dimension to the
idea of organizational culture, because teams form a
special bond that is often very strong. With this bond
come special ways of behaving or goofing off, a special
determination to win, ways of dealing with winning and
losing.
 Add to this mix the fans who closely identify with or
idolize a particular team’s culture, image, or
personality.
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4.  Successful teams are often associated with having a
strong team culture. “Sport team culture originated
from the establishment and development of sports
teams.
 The sport team culture with which all members
voluntarily comply is the total of common faith, morality,
spirit, ceremony, intelligence factor, and entertainment
life.
 The function of the sport team culture is found in
instructing people, construction of team standards,
recovery, spiritual adjustment, and meeting
psychological and social demand. 4/27/20164

5. Organizational Culture
Characteristics
 Passed on to new employees through the
process of socialization
 Influences our behavior at work
 Operates at different
levels
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6. 4/27/20166

7. Levels of
Organizational
Culture
Artifacts – symbols of
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
4/27/20167

8. Artifacts – symbols of
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
Organizational Culture
Visible, often not
decipherable
Greater level
of awareness
Taken for granted,
Invisible, Preconscious
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9. Layers of Organizational Culture
 Observable artifacts
– Consist of the physical manifestation of an
organization’s culture
– Acronyms, manner of dress, awards, myths and
stories, published lists of values, observable rituals
and ceremonies, special parking spaces, and
decorations
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10.  Behaviour is observable action—what we do and say.
 Artifacts are the results of our behaviour and include
written and spoken language, dress, and material
objects.
 Behaviour also includes rites, celebrations,
ceremonies, heroes, jargon, myths, and stories.
 When you examine an organization’s culture, you find
that rites, corporate myths, jargon, and all the rest play
an important part in defining that culture.
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11. Question?
Every month, Bombay Bazaar awards an
"Employee of the Month" award to one
employee and as a reward offers a $100 check
and an assigned parking space with the
employees' name for the month. This is an
example of which of these?
A. Basic underlying assumption
B. Externally enacted values
C. Observable artifacts
D. Socialization 4/27/201611

12. Layers of Organizational Culture
 Values
– concepts or beliefs that pertain to desirable end
states, transcend situations, guide selection of
behavior and are ordered by relative importance
 Espoused values
– represent the explicitly stated values and norms that
are preferred by an organization
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13.  Values represent the way we think we ought to behave
and identify what we think it takes to be successful.
 Beliefs can be expressed as If I do X, then Y will
happen.
 Values and beliefs are the operating principles that
guide decision making and behaviour in an
organization; they influence ethical or unethical
behaviour.
 We observe values and beliefs only indirectly, through
the behaviours and decisions they drive.
4/27/201613

14. Question?
The top management of Rock-Top Sports
Equipment has clearly stated the values and
norms that are preferred by Rock-Top. These
are referred to as
A. Espoused values.
B. Under-the-surface artifacts.
C. Enacted values.
D. Basic assumptions.
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15. Layers of Organizational Culture
 Enacted values
− represent the values and norms that actually
are exhibited or converted into employee
behavior
− Based on
observable behavior
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16. Layers of Organizational Culture
 Basic assumptions
– Constitute organizational values that have become
so taken for granted over time that they become
assumptions that guide organizational behavior.
– Assumptions are deeply ingrained values and
beliefs whose truth we never question. Because our
assumptions are the very foundation of our belief
system, they are patently obvious to us and we
assume to everyone else so we rarely discuss them.
– They are the automatic pilots that guide our
behavior. 4/27/201616

17.  Naturally, when our assumptions are challenged, we
feel threatened.
 Question a teammate on why she does things certain
ways: If she responds with a statement like “That’s the
way it has always been done,” you have probably run
into an assumption.
 Assumptions are often the most stable and enduring
part of culture and the most difficult to change.
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18. Four Functions of Organizational
Culture
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19. Strong Cultures and Weak Cultures
 In organizations with strong cultures, people
unconsciously share assumptions and consciously
know the organization’s values and beliefs.
 That is, they agree with the organization’s
assumptions, values, and beliefs and behave as
expected.
 In organizations with weak cultures, many employees
don’t behave as expected they don’t share underlying
assumptions. They question and challenge the beliefs.
 When people don’t agree with the generally accepted
values and beliefs, they may rebel and fight the culture.
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20.  There is good news and bad news about strong
cultures. Strong cultures make communication and
cooperation easier and better. Unity is common, and
consensus is easier to reach.
 The downside is potential stagnation and a lack of
diverse opinion (no one thinks about alternative ways
of doing things).
 The continually changing business environment
requires that assumptions, values, and beliefs be
questioned occasionally and changed when they no
longer adequately address the needs of the
marketplace. 4/27/201620

21.  A change in culture is a people change. To be
effective, changes in culture have to occur in
all three components (people’s behavior,
values and beliefs, and assumptions).
 A culture of success allows for change, and
businesses that fail to move with the times lose
their competitive advantage.
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