ADMS 2320 Lecture Notes - Lecture 23: Organizational Culture, Peter Drucker
30 Apr 2018
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ADMS 2320 Lecture 23 Notes – Building on Employee Strengths and Creating a Positive
Organizational Culture
Introduction
• A study of 195 managers demonstrated that when top management emphasizes strong
ethical values, supervisors are more likely to practice ethical leadership.
• Positive ethical attitudes transfer down to line employees, who show lower levels of
deviant behaviour and higher levels of cooperation and assistance.
• A study involving auditors found perceived pressure from organizational leaders to
behave unethically was associated with increased intentions to engage in unethical
practices.
• Clearly the wrong type of orgaizatioal ulture a egatiely ifluee eployees’
ethical behaviour.
• Finally, employees whose ethical values are similar to those of their department are
more likely to be promoted, so we can think of ethical culture as flowing from the
bottom up as well.
Creating a Positive Organizational Culture
• At first blush, creating a positive culture may sound hopelessly naive, or like a Dilbert
style conspiracy.
• The one thing that makes us believe this trend is here to stay is that there are signs that
management practice and OB research are converging.
• A positive organizational culture emphasizes building on employee strengths, rewards
more often than it punishes, and emphasizes individual vitality and growth.
• Let’s osider eah of these areas.
Building on Employee Strengths
• Although a positive organizational culture does not ignore problems, it emphasizes
showing employees how they can capitalize on their strengths.
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