Inductive reasoning and conjecture

Chapter 13-Organizational Culture(organizational cultures-the values and assumptions shared witihn an organization)1.Elements of Organizational Culture:Easy to see and describe(visible): ARTIFACTSDeeper (invisible) : SHARED VALUES (stable evaluativeCONSCIOUS beliefs that say what is good or bad)The deepest (invisible): SHARED ASSUMPTIONS (UNCONSCIOUS persceptions, mental models of ideas)----the essence of corp. ClutureA)Cof organizational culture:(basically the values in their relative order in the company)Most popular model with 7 corporate cultures(however,there are plenty of different models, but none of them can fully cover all the aspectsof org. culture):1.innovation2.stability3.respect for people4.outcome orientation5.attention to detail6.teamorientation7.aggressivenessB)organizational subculturesapart from a dominant culture, organization comprises also of smaller subcultures localted around various divisions, geographic regions, occupatinal groups ect. They can enhance or oppose the dominantculture. In case they oppose, they may play a positive role: criticise, maintain ethical behaviour, developed better procedures-bring sth new and fresh and maybe better! (like a constructive conflict. They also make the firm more alligned with changes in the environment, clients ` needs ect.2.Deciphering organizational culture through artifacts.Artifacts: the observable symblos and signs of an organizationsal culture.(how visitors are greeted, physical layput, rewards, dress code, ect). 4 categories:A)ogranizational stories and legendslike tales about heroic deeds, some great guys from the company, -serve the social prescription about how the things should be done.B)rituals and ceremoniesrituals-programmed routines of daily organizationallife that dramatize the org. Cultre (moring coffeewith your boss, or cleaing lady;)ceremonies-planned displays of organizational culture, conducedspecifically for the benefit of the audience (rewarding/ punishing empoyees, celebrating lunch for new product success ect)C)organizational languagehow they address each other, describe people, customers, express anger, D)phisical structure and symbols-(like nice KPMG office;-)
3. Is organizational culture important?It helps the comany to be successful but only when cultural content is appropriate to the environment.It makes if more successful by serving:-Control system(like an automatis pilot directing employees how to behave)-Social glue(make people feel part of organizational experience, fulfilling needs for social identity)-Sense-making(helps understand what`s going on and why things happen in the company)A)contingencies of organizational culture and performance-It helps the company to be successful,but only when culturalcontent is appropriate to the environment -very strong cultures block decision makers into mental models that blind them to new opportunities.-strong cultures tend to surpress dissending cultural values (subcultures not encouraged/ allowed)Therefore quite poplular now: ADAPTIVE Cultures-where employees focus on the changing needsof customers and other stakeholders and support initiatives to keep pace with those changes.B)organizational culture and business ethicsthe organizational culture (as composed of values) can also influence the ethical conduct of its employees (pass the values to their personal life).4.Changing and strenghthening Organizational Culture.Strategies to change and strengthen new oranizational culture.A)Actions of funders and Leaders:Leaders as role models the company`s culture begins with them and reflects their personality. They can also change the culture, applying transformational leadership.B)Aligning Artifacts:It is about sharing stories supporting the culture, celebrate goals/milestones that supposrt the culture, inhabit builings and reflect the culture (so it is about creating the above mentioned artifacts and emphasise their role)C)Introducing culturally consistent rewardsD)Attracting, Selecting and SocializingEmployees who already embrace the cultural values promoted by the company. So calledASAmodel-stating that companies have a natural tendancy to attract, select and retain employees with values and personalities that are consistent with the organizational character, resulting in a more homogenous organization and a stronger culture. 5.Organizational SocializationThe process by which individuals learn the values, expected behaviours, and social knowledge neccessary to assume their roles in the organization.Giving trainings and communicating to people about the company`s values and culture to make them fit better the company. It is the process of both, learning and adjustment.Stages of organizational socialization: