Business Administration 1220E Lecture 8: Organizational Behaviour: Culture
17 May 2018
School
Department
Professor
Organizational Culture
Culture consists of shared beliefs, values, and expectations about how best to
operate in the organization
Unwritten rules
○
The “personality” of an organization
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Originates from the unique history of the firm
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•
Roles and actions of leaders (especially founders) are important
•
Primary mechanisms culture becomes embedded:
What leaders pay attention to, measure, control
a.
How leaders react to organizational crisis or critical incidents
b.
The deliberate coaching and modelling of behavior
c.
The criteria used for recruitment, selection, promotion, retirement, and
termination
d.
•
Very difficult to replicate or change
People tend to defend their culture strongly
○
•
Tends to dictate decision making
•
Analyzing Corporate Culture
Evaluation
What is the current culture?
•
Is it aligned with corporate strategy?
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What is the desired culture?
Mechanisms used to achieve desired culture?
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•
Implications
Can we make the necessary changes to close gaps?
•
How does the culture impact the daily experience of the employees?
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How does the culture impact the decision making of the company?
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What does this mean for problem solving?
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Developing a picture of the ideal and then realizing the gaps offers vital
information that can be used to design interventions and bring specific
elements of culture into line
•
Leadership in Culture
How do leaders react to crisis? How do they let their subordinates react to
crisis?
•
Motivation in Culture
How are people in the organization motivated?•
Diversity in Culture
Managing diversity means enabling every member of the team•
Effective management of diversity includes:
Recognizing individual differences
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Adjusting leadership style to maximize contribution
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Sources of Diversity
Age, Gender, Ethnicity, Education level, Family Status, Sexual Orientation,
Geographic Location, Religion, Language, Role in Organization, Disabilities
○
•
Culture
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