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Lecture

BUSI2101-Week5-LectureNotes-OrganizationalCulture(Chapter16).pdf

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Department
Business
Course
BUSI 2101
Professor
David Cray
Semester
Fall

Description
River 2200 ­ 07 Oct 2013 ­ 0835­0955 ­ (Dr. David Cray)   Organizational Culture (Chapter 16) Lecture Objectives ­  What is organizational culture? ­  The effects of organization culture ­  Dimensions of organization culture ­  Indicators of organizational cultre ­  The sources of organization culture ­  Is organization culture positive or negative? ­  Changing organization culture Preamble ­  an idea or concept (not a theory specifically, it's a point of view. they are theories about organizational culture). ­  comes from culture in a more entorpolicial(sp) or societial sense. ­  people assume roles within the organization.  The role a person plays can change from culture to culture. ­  in late 60's early 70's the view of an organization changed. Previously it was considered a "machine" that took inputs and produced outputs. ­  after that time, organizations with the same inputs and outputs have a different "feeling".  What is it that makes an organization different? (example provided was about the differences between UOttawa and CU.) ­  culture (i.e. ­ informal rules or a framework of expected behaviour) What is organizational culture? It's a set of shared assumptions common values pervasive beliefs ­  these are often accepted, but not discussed. ­  acts as a guide to thinking and behavior. ­  may promote solidarity Subcultures and coutercultures ­  Subcultures accept general values overlay this with their own often around professional values ­ example: subculture formed around the smokers (all levels, genders and ages) ­ Countercultures reject general culural values may work to undermine the organization usually implies larger issues ­ examples: 1) some marginalized group 2) people who don't want to be there (army) Functions of Organizational Culture ­  control cheap self­administered group responsibility ­ example: motivates people to "tow the line" because they require less direct supervision because the group and individual because they believe in the mission. (indoctrination) ­  integration ­  guidance Strong and Weak culture ­  in a strong culture values are clear values and beliefs are widely and strongly held organizational culture provides a clear guide for behaviors and attitudes not adhering to cultural values has negative consequences ­  in weak cultures values and beliefs are less clear and less important Thick and Thin cultures ­  Thick thick cultu
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