Textbook Notes (362,789)
Canada (158,053)
Commerce (379)
COMM 292 (97)
Chapter 10

COMM 292: Chapter 10

5 Pages
Unlock Document

University of British Columbia
COMM 292
Angela Kelleher

COMM 292: Organizational Behaviour Chapter 10 What Is Organizational Culture? Definition of Organizational Culture:  Patterns of shared values, beliefs, and assumptions considered to be the appropriate way to think and act within an organization o Culture is shared by the members of the organization o Culture helps members solve and understand the thinks that it encounters (internally and externally) o Members believe the belief, expectations are valid and are taught to new members o Assumptions, beliefs, expectations influence how people perceive/feel within the organization  Groups with high turnover or that face challenges may not develop cultures Levels of Culture:  Artifacts: aspects of an organization's culture that you see, hear, and feel  Beliefs: understanding of how objects and ideas relate to each other  Values: stable, long-lasting beliefs about what is happening  Assumptions: taken-for-granted notions of how something should be Characteristics of Culture:  There are seven primary characteristics that capture the essence of an organization's culture  Innovation and risk-taking: degree to which employees are encouraged to be innovative and risk-taking  Attention to detail: employees are expected to work with precision, analysis and attention to detail  Outcome oriented: management focuses on results, or outcomes, rather that on techniques and processes  People orientation: management decisions take into consideration the effect of outcomes on people within the organization  Team orientation: work activities are organized around teams rather than individuals  Aggressiveness: people are aggressive and competitive rather than easygoing and supportive  Stability: organizational activities emphasize maintaining status quo is contrast to growth Culture's Functions:  Culture has boundary-defining roles because it creates distinction between organizations  Culture conveys a sense of identity to organization members  Culture helps create commitment to something larger than an individual's interest  Culture enhances stability, holds the organization and it members together  Culture serves as a control to guide and shade attitudes and behaviours of employees  Culture lays out the rules, both explicit and implicit Do Organizations Have Uniform Cultures? COMM 292: Organizational Behaviour  Employees from different backgrounds and levels should have the same organizational culture  Dominant culture: system of shared meaning that expresses the core values shared by a majority of the organization's members  Subcultures: mini-cultures within an organization, typically defined by department designations and geographical separation o Strong subcultures can make it hard for managers to implement organizational change  Core values: primary, or dominant, values that are accepted throughout the organization Reading an Organization's Culture  Strong culture: culture in which the core values are intensely held and widely shared o Weak cultures may not create attachment to the organization for employees  Strong culture demonstrates high agreement among employees and builds cohesiveness, loyalty and organizational commitment Stories:  Stories about organizations, their employees and managers tell about the organizations legitimacy for current practices Rituals:  Repetitive sequences of activities that express and reinforce the key values of the organization o What goals are important, which people are important, and which ones are expendable Material Symbols:  Size of offices, elegance of furnishings, executive perks, dress code, uniform, etc. o Corporate logos, signs, brochures, advertisements real aspects of the organization's culture  Material symbols convey to employees, customers and clients who is important, and the kinds of behaviour that are appropriate Language:  Organization use language as a way to identify members of a culture or subculture  Organizations develop unique terms to describe equipment, offices, staff, suppliers, customers, etc. Creating and Sustaining an Organization's Culture  Culture is often derived from the philosophy of its founders o This creates a selection criteria that top managers use to choose future employees How a Culture Begins:  Founders only hire and keep employees who think and feel the way they do  Founders indoctrinate and socialize these employees of their way of thinking and feeling  Founders' behaviour acts as a role model, encouraging employees to identify with the founders COMM 292: Organizational Behaviour o Internalize those beliefs, values and assumptions o Founders' personality becomes embedded in the culture of the organization Keeping a Culture Alive:  Human resource practices act to maintain a culture within an organization o Selective process, performance evaluation criteria, training and development, etc. o Ensure employees fit in with the culture, with rewards or penalties Selection:  Identify and hire individuals who have the knowledge, skills and ability to perform the job o How the candidate will fit into the organization will often be the main determinant
More Less

Related notes for COMM 292

Log In


Don't have an account?

Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.