MHR 505 Lecture Notes - Lecture 5: Art Deco, G Adventures, Organizational Culture

• School: Ryerson University
• Department: Human Resources
• Course: MHR 505
• Professor: Jonathan Hughes

Document Summary

Shared value: conscious beliefs, evaluate what is good or bad, right or wrong. The relative ordering of values: a few dominant values, ex. G adventures do the right thing, lead with service, embrace the bizarre, etc. Problems with measure organizational culture: oversimplifies diversity of possible values. Ignore shared assumptions: adopts a(cid:374) (cid:862)i(cid:374)tegratio(cid:374)(cid:863) perspe(cid:272)ti(cid:448)e. A(cid:374) orga(cid:374)izatio(cid:374)"s culture is fuzzy: di(cid:448)erse su(cid:271)(cid:272)ultures (cid:894)(cid:862)frag(cid:373)e(cid:374)tatio(cid:374)(cid:863)(cid:895, values exist within individuals, not work units. Dominant culture most widely shared values and assumptions. Subcultures: located throughout the organization, can enhance or oppose (cid:894)(cid:272)ou(cid:374)ter(cid:272)ultures(cid:895) fir(cid:373)"s do(cid:373)i(cid:374)a(cid:374)t (cid:272)ulture. Two functions of countercultures: provide surveillance and critical review, maintain ethical standards, source of emerging values. Need (cid:373)a(cid:374)y artifa(cid:272)ts to a(cid:272)(cid:272)urately de(cid:272)ipher a (cid:272)o(cid:373)pa(cid:374)y"s (cid:272)ulture. Social prescriptions of desired (or dysfunctional) behaviour. Most effective stories and legends: describe real people, assumed to be true, known throughout the organization, are prescriptive. Ceremonies: planned activities for an audience, ex.