Академический Документы
Профессиональный Документы
Культура Документы
OF ORGANIZATIONAL
CULTURE
OUTLINE
I.
II.
III.
I. WHY BOTHER?
I. WHY BOTHER?
1.
I. WHY BOTHER?
2.
Ciba-Geigy Company
Want innovation: ask for consultant
Consultant: use wrong way to communicate
(send memo the wrong person)
I. WHY BOTHER?
3.
Amoco
Change in the way things are done around
here: centralize after merging
Resistance from engineers
I. WHY BOTHER?
4.
Alpha Power
Change to adapt legal requirements
Work units do not accept the requirements,
remain the old ways of doing things
I. WHY BOTHER?
I. WHY BOTHER?
I. WHY BOTHER?
Students
Employees
Family member
Group member
Team leader
Managers
I. WHY BOTHER?
I. WHY BOTHER?
III.
1.
Structural stability:
cultural = stable defines the group
Group identity stabilizing force
Hard to change provides meaning and
predictability
Ex. : suggested by students
2.
Depth:
Culture = deepest, unconscious part of group
Less visible
Most concepts examined = manifestations /
indications of culture but NOT what culture is
More deeply embedded = more stable
3.
Breadth:
Culture covers all of a groups functioning
Pervasive: widespread, cover all aspects of
how an organization
works
Not all groups have cultures in this sense
Ex. : suggested by students
4.
Patterning or Integration
Disorder or senselessness anxious
Work hard to reduce anxiety
Develop a more consistent an predictable
way of doing things
Patterning = rituals, climate, values,
behaviors tie together into a coherent whole
Note: opposite viewpoints (Western v.s.
Asian)
Leaders
beliefs and
values
confirmed and
reinforced
Values and
beliefs are
taken for
granted
ASS
UM
PTI
ON
S
OK
Group do
its tasks,
members
feel good
SHARED
BELIEFS,
VALUES
A LEADER
Personal
beliefs, values,
assumptions,
visions, etc.
Impose
these
on the
group
CULTURE
- Disappear
- Seek another
leader