© McGraw-Hill Companies, Inc., 1999 1

Chapter 2

Organizational Culture

John M. Ivancevich

Michael T. MattesonSlides Prepared by Bruce R. Barringer

University of Central Florida

© McGraw-Hill Companies, Inc., 1999 2

Learning ObjectivesSlide 1 of 2

• Define the terms organizational culture, socialization, and career.

• Explain why it is too simplistic to assume that managers can state that they are creating a firm’s culture.

• Describe the relationship between a society’s culture and an organization’s culture.

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Learning ObjectivesSlide 2 of 2

• Explain why valuing diversity has become an important leadership requirement.

• Identify specific practices and programs used by organizations to facilitate socialization.

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Organizational Culture

• Some of the Definitions of Culture:– Symbols, language, ideologies, rituals, and

myths.– Organizational scripts derived from the

personal scripts of the organization’s founder(s) or dominant leader(s).

– Is a product; is historical; is based upon symbols; and is an abstraction from behavior and the products of behavior.

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Exhibit 2.1: Schein’s Three-Layer Organizational Model

Examples of Cultural Attributes

- Documents

- Physical layouts

- Furnishings

- Language

- Jargon

- Work ethic and practice

- Loyalty

- Commitment

- Helping others

I

Artifacts and

Creations

II

Values

III

Basic

Assumptions

Visible but often not decipherable

Greater level of awareness

Taken for granted invisible preconscious

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Artifacts and Creations, Values, and Basic Assumptions (from Exhibit 2.1)

I - Artifacts and Creations

- Technology

- Art

- Visible and audible

behavior patterns

II - Values III - Basic Assumptions

- Testable in the physical

environment

- Testable on by social

consensus

- Relationship to

environment

- Nature of reality, time,

and space

- Nature of human

nature

- Nature of human

activity

- Nature of human

relations

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Characteristics of Culture at Walt Disney

Disney Culture

Shared Things

Shared Behavior

Shared Sayings

Shared Feelings

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Organizational Culture and its Effects

Since organizational culture involves shared expectations, values, and attitudes, it exerts

influence on individuals, groups, and organizational processes.

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Exhibit 2.2: The Evolution of a Positive Culture

Methods

- Elaborate on history

- Communicate about and by

“heroes” and others

- Leadership and role making

- Communicating norms and

values

- Reward systems

- Recruiting and staffing

- Training and development

- Member contact

- Participative decision making

- Intergroup coordination

H

O

M

E

Develop a sense of History

Create a sense of Oneness

Promote a sense of Membership

Increase Exchange among members

Cohesiveorganizational

culture

Cohesiveorganizational

culture

Intervening Conditions Outcome

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Exhibit 2.3: Changing Culture Intervention Points

Hiring and socialization of members who fit in with the

culture

CultureRemoval of

members who deviate from the

culture

Cultural communication

Behavior

Justification of behaviorManagers seeking to create

culture change must intervene at these points

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Socialization and Culture

• Socialization– Socialization is the process by which

organizations bring new employees into the culture.

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Stages of SocializationSlide 1 of 2

• Anticipatory Socialization– Involves all those activities the individual

undertakes prior to entering the organization or to taking a different job in the same organization.

• Accommodation– Occurs after the individual becomes a member of

the organization. During this stage, the individual sees the organization and the job for what they actually are.

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Stages of SocializationSlide 2 of 2

• Role Management– This stage often involves conflict between an

individual’s work and home life, and between an individual’s work group and other work groups in the organization.

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Exhibit 2.5: A Checklist of Effective Socialization Practices

Slide 1 of 2

Socialization Stage Practice

Anticipatory socialization 1. Recruitment using realistic job previews

2. Selection and placement using realistic career paths

Accommodation socialization 1. Tailor-made and individualized orientation programs

2. Social as well as technical skills training

3. Supportive and accurate feedback

4. Challenging work assignments

5. Demanding but fair supervisors

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Exhibit 2.5: A Checklist of Effective Socialization Practices

Slide 2 of 2

Socialization Stage Practice

Role management socialization 1. Provision of professional consulting

2. Adaptive and flexible work assignments

3. Sincere person-oriented managers

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Exhibit 2.6: Phases of the Mentor Relationship

Slide 1 of 3

• Initiation– A period of six months to a year during which

time the relationship gets started and begins to have importance for both managers.

• Cultivation– A period of two to five years during which time

the range of career and psychosocial functions provided expanded to a maximum.

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Exhibit 2.6: Phases of the Mentor Relationship

Slide 2 of 3

• Separation– A period of six months to two years after a

significant change in the structural role relationship and/or in the emotional experience of the relationship.

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Exhibit 2.6: Phases of the Mentor Relationship

Slide 3 of 3

• Redefinition– An indefinite period after the separation phase,

during which time the relationship is ended or takes on significantly different characteristics, making it a more peerlike friendship.

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Functions of Mentoring

Career Functions Psychological Functions

- Sponsorship

- Exposure and visibility

- Coaching

- Production

- Challenging assignments

- Role modeling

- Acceptance & confirmation

- Counseling

- Friendship

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Hofstede’s Cultural Dimensions

Hofstede’s Cultural

Dimensions

Power Distance

Uncertainty Avoidance

Individualism

Masculinity

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Core Dimensions of Diversity

Age

Race

EthnicityGender

Physical Attributes

Sexual/Affectional Orientation

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Issues for Managers of Ethnic Diverse Workforces

Slide 1 of 2

• Coping with employees’ unfamiliarity with the English language.

• Increased training for service jobs that require verbal skills.

• Cultural (national) awareness training for the current workforce.

• Learning which rewards are valued by different ethnic groups.

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Issues for Managers of Ethnic Diverse Workforces

Slide 2 of 2

• Developing career development programs that fit the skills, needs, and values of the ethnic group.

• Rewarding managers for effectively recruiting, hiring, and integrating a diverse workforce.