MGHB02H3 Lecture Notes - Lecture 11: Buck Passing, Organizational Culture, Policy
Document Summary
March 28, 2017 lecture 11: organizational culture and change. People being able to change behaviour and personality between situations: machiavellianism: Machiavelli: prince of italy, rote book n how to gain and retain power. Political behaviour: political person and political context, political tactics. Most employees have low to modest willingness to play politics and have the following reactions to politics. Defensive behaviours: helpful in the short run, dangerous in the long run, avoiding action. Overconforming, buck passing, playing dumb, stalling: avoiding blame. Playing safe, justifying, scapegoating: avoiding change. Three levels of organizational culture: artifacts. Culture"s functions: defines boundaries between organizations, conveys a sense of identity, facilitates commitment to something above self-interest, enhances the stability of the social system, is a sense-making and control mechanism for fitting employees in the organization. Strong culture: intense and pervasive beliefs, values, and assumptions, assets. High: very predictive; doing the same thing everyday: people orientation. To what extent do organizations invest in their employees: results orientation.
