Culture & Values in Organisation
Culture & Values in Organisation
EFFECTS OF CULTURE
Determines how people communicate Determines how people interact Determines how people relate to one another Guides day-to-day working relationships Determines what is appropriate behavior Determines how power and status are allocated
Rites of Integration
Encourages common feelings of group identity EG: homecoming / sporting events
Rites of Renewal
Improve organizational functioning EG: team building
Rites of Enhancement
Enhance social identities common feelings EG: Student awards and recognition / deans list
Enhancement
Renewal
Integration
Source: Adapted from Harrison M. Trice and Janice M. Beyer, Studying Organizational Cultures through Rites and Ceremonials, Academy of Management Review 9 (1984), 653-659. Used with permission.
Dept Managers
Store Mgrs, Buyers, Merchandise Mgrs.
Directors
Determinants of Culture
NEEDS based on the environment
Flexibility
Highly organic and focused on adapting to the external environment.
ADAPTABILITY People oriented, family atmosphere dealing with external change. Clan controls. CLAN CULTURE
STRATEGY
Internal focus
Stable ENVIRONMENT
Dynamic
SUB CULTURES
Organizations can have different sub cultures just as they have different sub structures. Organic departments/divisions may well have different cultures than mechanistic ones.
EG: The culture of accounting students versus the culture of art students.
Cultural Strength
Measured by the degree of agreement about shared values. A strong culture is associated with increased frequency of the visible elements. A strong culture can be very hard to change unless it is a culture of change.
The Learning Organization must have a strong culture that is supportive of risk taking, adaptation, improvement and change
Corporate culture should embody what the organization needs to be effective within its environment.
Environment
Culture Strategy
Since we have little, if any, influence on the external environment, we need to create an organizational culture that fits with the strategy and environment.
Laws
(moral principles)
QUIZ
Your Friend has an open box of cookies sitting out, but he or she is not there to offer you one. Would you eat one? Two? Three? The entire box?
QUIZ
Have you ever said I love you. when you didnt mean it? Never Once Twice All the time
QUIZ
A very good friend asks you if you think she is attractive. You think she is ugly as a wart. What would you say?
You find a bag with $1000 in unmarked bills. No one saw you pick it up. There is a receipt inside with the owners name and address. What would you do?
Ethical Conundrums
Is ethics a matter of degree? Can the same behavior be ethical in one situation and unethical in another? Should everyone have the same ethics?
Organizational Culture
Rituals, Ceremonies Stories, Heroes Language, Slogans Symbols Founder, History
Organizational Systems
Structure Policies, Rules Code of Ethics Reward System Selection, Training
External Stakeholders
Government Regulations Customers Special Interest Groups Global Market Forces
Training programs
VALUE-BASED LEADERSHIP
Managerial work can be viewed as managing myth, symbols, and labels because managers traffic so often in images, the appropriate role for the manager may be evangelist rather than accountant. Karl Weick
Ralph Davis CEO, Travel Insurance Services Many years ago, I came back to my office after a seven week absence, having entrusted the business to those I hired. It was a mess. Cliques; infighting; no more family team that I had developed. I called each individual into my office and asked what happened. Every person pointed to someone else. Essentially, everyone was at fault for participating, yet no one took responsibility for their individual actions. So, I fired them all! Best thing I ever did.
Next morning, I walked in and found a banner with everyone's signature and apology...and a request to be rehired. I accepted the apologies, rehired everyone. A few week's later I let go the office manager who was the chief culprit. One quit because of the manager's firing. Two years later, the quitter called me and took me to lunch. She apologized for quitting, realized she'd backed the wrong horse. Wasn't asking for her job, but wanted me to know about her conclusion. Never had the problem again. Some of the people are still with my old company.
Davis sold the company and retired in 2004
Never again heard from them. They've refused to use me as a consultant, which has led them to lose major business unnecessarily, and 25% of the seasoned employees have left.