MGCR 222 Chapter Notes - Chapter 15: Unbridled, Jargon, Organizational Culture

• School: McGill University
• Department: Management Core
• Course: MGCR 222
• Professor: Ruthanne Huising

Document Summary

Organizational culture is a system of shared meaning held by members that distinguishes the organization from other organizations. Degree to which employees are encouraged to be innovative and take risks: attention to detail. Expected to exhibit precision, analysis and attention to detail: outcome orientation. Degree to which management focuses on results/outcomes, not the process: people orientation. Degree to which management considers the effect of outcomes on people within the organization: team orientation. Degree to which work activities are organized around teams rather than individuals: aggressiveness. Aggressive and competitive vs easygoing: stability. Degree to which organizational activities emphasize maintaining the status quo in contrast to growth. How employees perceive the characteristics of an organization"s culture descriptive term, not evaluative individuals with different backgrounds or at different levels in the organization should have similar perceptions of organizational culture. Most organizations will have dominant culture and a few subcultures.