Organizational Culture as a Barrier: Every coin has two sides and so has organizational culture. On the one hand, organizational culture plays a very integral part in the organizations’ overall conduct. Many of its functions are valuable to both the organizations and the employees.
Choose an organization with which you have some experience (for example, an employer, one of your schools, your church, a club) and use it to illustrate the layers of culture The student should first define organizational culture and then provide examples for the visible and invisible levels of culture of the organization he or she chooses.
Danilo opened a new restaurant in Phoenix called El Barrancón. He wanted to be sure a culture of service and excellence was embedded in his new organization so he posted the values of the organization in the kitchen and in the dining room. Danilo is teaching his organization the culture through this action
Components of Organizational Culture: The culture of an organization represents a complex pattern of shared values, norms and artefacts which are characteristics of the organization. Hence, organizational culture can be said to comprise of three different components viz., values, norms and artefacts.
A formal system of task and reporting relationships that coordinate and motivate an organization's members is known as an organizational configuration.
According to the competing values framework, organizational cultures can be classified into four types: (1) clan, (2) adhocracy, (3) market, and (4) hierarchy (see Figure 8.2). A clan culture has an internal focus and values flexibility rather than stability and control. Like a family-type organization, it encourages collaboration among employees, ...
Terms in this set (151) A formal system of task and reporting relationships that coordinate and motivate an organization's members is known as an organizational configuration. An adhocracy culture attempts to create innovative products by being adaptive, creative, and quick to respond to the environment.
An adhocracy culture attempts to create innovative products by being adaptive, creative, and quick to respond to the environment
Organizational psychologist Edgar Schein proposed the four common elements of (1) common purpose, (2) coordinated effort, (3) division of labor, and (4) hierarchy of authority.
Because market cultures are focused on the external environment and driven by competition and a strong desire to deliver results, customers, productivity, and profits take precedence over employee development and satisfaction. A hierarchy culture has an internal focus and values stability and control over flexibility.
A hero is a person whose accomplishments embody the values of the organization.
The idea of viewing organizations as cultures—where there is a system of shared meaning among members—is a relatively recent phenomenon. Until the mid-1980s, organizations were, for most part, simply thought of as rational means by which to coordinate and control a group of people, which have vertical levels, departments, authority relationships, and so forth. But organizations are more than that.
From an employee’s standpoint, organizational culture is valuable because it reduces ambiguity. It tells employees how the things are done and what is important.
How Employees Adopt Culture: Once an organizational culture is in place, there are practices within the organization that act to maintain it by giving employees a set of similar. Culture is transmitted to employees in a number of forms, the most potent being stories, rituals, material symbols and language.
The founders of an organization traditionally have a major impact on that organization’s early culture. They have a vision of what organization should be . They are unconstrained by the previous customs and ideologies. The small size that typically characterizes new organizations further facilitates the: founder’s imposition of their vision on all organizational members.
Many organizations and units within the organizations use language as a way to identify its organizational members. By learning this language, members attest to their acceptance of the culture and, in doing so help to preserve it. For example, employees at Tattoo, a marketing services agency in San Francisco, USA use special words to convey the organization’s unique culture.
Management wants new employees to accept the organization’s core cultural values. Otherwise, these employees are unlikely to fit in or be accepted. But at the same time, management wants to openly acknowledge and demonstrate support for the differences that these employees bring to the workplace.
This ‘show’ acts as a motivator by publicly recognizing outstanding sales performance. In addition, this ritual aspect reinforces Mary Kay’s personal determination and optimism, which enabled her to overcome personal hardships, establish her own company, and achieve material success. It conveys to her sales people that reaching their sales quota is important and that through hard work and encouragement they too can achieve success.