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Impact of culture
Culture gives identity, provides collective commitment, builds social system stability and allows people to make sense of the organization (Sannwald, 2000)
Culture is
Concrete We can observe cultural practices that
define human experience.
Language
Organizational Culture
Beliefs Values Assumptions
McShane/ Von Glinow 2/e Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
E. M. Samelson/Orlando Sentinel
E. M. Samelson/Orlando Sentinel
Organizational Subcultures
Located throughout the organization Can support or oppose (countercultures) firms dominant culture Two functions of countercultures: provide surveillance and
evaluation source of emerging values
E. M. Samelson/Orlando Sentinel
Dominant Culture
The dominant culture is the most powerful group in society. It receives the most support from major institutions and constitutes the major belief system. Social institutions in the society perpetuate the dominant culture and give it a degree of legitimacy that is not shared by other cultures.
Subcultures
The cultures of groups whose values and norms of behavior differ from the dominant culture. Members of subcultures interact frequently and share a common world view. Subcultures share some elements of the dominant culture and coexist within it.
Countercultures
Subcultures created as a reaction against the values of the dominant culture. Members of the counterculture reject the dominant cultural values and develop cultural practices that defy the norms and values of the dominant group. Nonconformity to the dominant culture is often the mark of a counterculture.
Popular Culture
The beliefs, practices, and objects that are part of everyday traditions. It is mass-produced and mass-consumed. Has enormous significance in the formation of public attitudes and values, and plays a significant role in shaping the patterns of consumption in contemporary society.
Social Glue
Aids Sense-Making
Bicultural Audit
Part of due diligence in merger
Minimizes risk of cultural collision by diagnosing companies before merger Three steps in bicultural audit:
1. Collect artifacts 2. Analyze data for cultural conflict/compatibility 3. Recommend solutions
Deculturation
Integration
Separation
Stable workforce
STRONG CULTURE
A strong organizational culture could be one were the majority of the the participants hold the same basic beliefs and values as applies to the organization. The people in this group may follow the perceived rules and ethical procedures that are basic to the organization, even if those values are not publicly stated by the organization.
WEAK CULTURE
A weak organizational culture could be one that is loosely knit. It may encourage individual thought and contributions and in a company that needs to grow through innovation, it could be a valuable asset.