BUS 272 Chapter Notes - Chapter 14: Onboarding, Business Ethics, Unconscious Cognition
3 Dec 2014
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Shared values: what is bad or wrong (enacted values) Many organizations have espoused values (values they say they have) An organization dominant culture is not as unified as some people think. There are people who have different values who can embrace or differ with the dominant culture. Counterculture embraces values or assumptions that opposed dominant culture. Routines (how much time employees take for lunch, how people are greeted) Planned activities for an audience (launch of a new product) Helps employees understand why things are done in the company. Weak link between culture strength and organizational effectiveness: strong culture improves organizational effectiveness only under specific conditions, as follows: Dominant values and assumptions have to fit the external environment. Dell: culture with high cost efficiency and competitiveness ext environment: demanding innovation and style. Very strong cultures less effective than moderately strong cultures. They need to catch up with the changing environment. Suppress subcultural values that lead to creative thinking.
