Macro
Organizational
Behaviour
(MGMT2384)
Dr Vurain Tabvuma
January 22, 2018
Remember…
• Ask me questions!
• Happy to meet with you!
• Ask me questions!!!
Today’s Session
• Announcements
• Organizational Culture
Announcements
Announcements
•
Mid-term
– Topics
•
Group Critical Essay
– Marks and Feedback next week
– Essay 2 question Wednesday.
Organizational Culture
Objectives
•
•
•
•
•
Define Organizational Culture
Strong versus Weak Cultures
Assets/Liabilities of Strong Cultures
Contributors to an organization’s Culture
Diagnosing a Culture
Organizational Culture
•
•
The course of socialization both depends on and shapes the
culture of the organization.
What exactly is an organizational culture?
Organizational Culture
• Informally, culture can be thought of as an
organization’s style, atmosphere, or
personality.
• Culture provides uniqueness and social
identity to organizations.
Organizational Culture
•
•
Organizational culture consists of the shared beliefs, values,
and assumptions that exist in an organization (Johns and Saks,
2017).
Organizational culture is the pattern of basic assumptions that
a given group has invented, discovered, or developed in
learning to cope with its problems of external adaptation and
internal integration, and that have worked well enough to be
considered valid, and, therefore, to be taught to new members
as the correct way to perceive, think, and feel in relation to
those problems (Schein, 1984).
Notable researcher of Org. Culture
Edgar Schein
•
•
Edgar Henry Schein, a former professor at the MIT Sloan
School of Management, has made a notable mark on the field
of organizational development in many areas, including career
development, group process consultation, and organizational
culture.
Born: March 5, 1928 (age 89), Zürich, Switzerland
Levels of Culture
Levels of Culture
Levels of Culture
Artifacts and Creations
Values
Basic Assumptions
Visible, constructed
environment,
architecture,
technology, office
layout, dress code
Espoused values of
culture, focus on what
people “say” is the
reason for behaviour
Typically unconscious,
determines how group
members perceive,
think, feel, taken for
granted
Levels of Culture
Characteristics
•
These shared beliefs, values, and assumptions determine the
norms that develop and the patterns of behaviour that emerge
from these norms.
CULTURE NORMS BEHAVIOUR
•
Several other characteristics of culture are important.
Characteristics
•
It represents a true “way of life” for organizational members
who often take its influence for granted.
•
It tends to be fairly stable over time and once established it can
persist despite turnover among organizational members,
providing social continuity.
Characteristics
•
The content of a culture can involve matters that are internal to
the organization or external.
•
Culture can have a strong impact on both organizational
performance and member satisfaction.
Subcultures
Subcultures
•
•
•
Subcultures are smaller cultures that develop within
a larger organizational culture that are based on
differences in training, occupation, or departmental
goals.
An organization can have several subcultures.
Effective organizations develop an overarching
culture to manage differences between subcultures.
Strong vs. Weak Cultures
•
A strong culture is an organizational culture with
intense and pervasive beliefs, values, and
assumptions.
– A strong culture provides great consensus concerning “what
the organization is about” or what it stands for.
•
In weak cultures, beliefs, values, and assumptions
are less strongly ingrained or less widely shared
across the organization.
– Weak cultures are fragmented and have less impact on
organizational members.
Strong Cultures
•
•
•
An organization does not have to be big to have a
strong culture.
Strong cultures do not necessarily result in blind
conformity.
Strong cultures are associated with greater success
and effectiveness.
Assets of Strong Cultures
• Organizations with strong cultures have
several potential advantages:
– Coordination
– Conflict resolution
– Financial success (Lorsch, 1986)
Liabilities of Strong Cultures
• Strong cultures can be a liability under
some circumstances:
– Resistance to change
• Damaging ability to innovate
– Culture clash
– Pathology
• Culture supports infighting, secrecy
(WorldCom), paranoia, values lies and
deception (Enron)
Contributors to Culture
• Two key factors that contribute to the
foundation and continuation of
organizational cultures:
– The founder’s role
• Top management
– Socialization
Diagnosing Culture
• One way to grasp a culture is to examine the
symbols, rituals, and stories that characterize
the organization’s way of life.
• For insiders, symbols, rituals, and stories are
mechanisms that teach, communicate, and
reinforce the company’s culture.
Symbols
• Symbols are strong indicators of corporate
culture.
• Some executives are particularly skilled at
using symbols consciously to reinforce
cultural values.
Rituals
• Rites, rituals, and ceremonies can
convey the essence of a culture and
can include:
– Recognition awards and events
– Monthly parties
– Beach parties
– Employee nights
– Award ceremonies
Stories
• Organizations often communicate their
culture through the use of stories.
• The folklore of organizations – stories about
past organizational events – is a common
aspect of culture.
• Stories communicate “how things work” and
reflect the uniqueness of organizational
cultures.
Critical Thinking on Culture
•
https://www.youtube.com/watch?v=f_R3XG7s2hw
•
Thoughts?
Summary
•
•
•
•
•
Define Organizational Culture
Strong versus Weak Cultures
Assets/Liabilities of Strong Cultures
Contributors to an organization’s Culture
Diagnosing a Culture
Thank you!!!
Any Further Questions?
References
•
•
•
Johns, G., & Saks, A. M. (2017). Organizational behaviour: Understanding and managing
life at work. Toronto: Pearson Education.
Lorsch, J. W. (1986). Managing culture: The invisible barrier to strategic change. California
Management Review, 28(2), 95-109.
Schein, E. H. (1984). Coming to a new awareness of organizational culture. Sloan
management review, 25(2), 3-16.
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STUDENT HANDOUT
Scavenger Hunt for St Mary's University Culture
We each have different perspectives on our organization, St Mary's University. Today, we will
try and get a sense of the organizational culture of the university by trying to find some specific
artifacts, values and basic assumptions that show different aspects of the culture.
In your group, find and photograph things on your phone that show the aspects of culture listed
below. You should identify at least 5 items. Please email the photos to me at:
vurain.tabvuma@smu.ca and indicate your group number and which items you are sending on
the subject line. You have 30 minutes to go out, search for things and come back to the
classroom. Please be quiet when you are going around and by other classrooms. When you come
back, you will complete and in-class exercise and give brief group presentations on your findings
to the class.
Items
Artifacts and Creations
Art that illustrates the story or life at SMU.
Something showing how technology is used part of life at SMU.
Something about an important ritual or ceremony at SMU.
Something that shows behaviours that are unique to SMU.
Something that shows behaviours that are frequently performed at SMU
Values
Something that shows what people at SMU value.
Something that challenges the values at SMU.
Basic Assumptions
Two things that show non-debatable, taken for granted, deeply held assumptions at SMU.
STUDENT HANDOUT
Scavenger Hunt for St Mary's University Culture
We each have different perspectives on our organization, St Mary's University. Today, we will
try and get a sense of the organizational culture of the university by trying to find some specific
artifacts, values and basic assumptions that show different aspects of the culture.
In your group, find and photograph things on your phone that show the aspects of culture listed
below. You should identify at least 5 items. Please email the photos to me at:
vurain.tabvuma@smu.ca and indicate your group number and which items you are sending on
the subject line. You have 30 minutes to go out, search for things and come back to the
classroom. Please be quiet when you are going around and by other classrooms. When you come
back, you will complete and in-class exercise and give brief group presentations on your findings
to the class.
Items
Artifacts and Creations
Art that illustrates the story or life at SMU.
Something showing how technology is used part of life at SMU.
Something about an important ritual or ceremony at SMU.
Something that shows behaviours that are unique to SMU.
Something that shows behaviours that are frequently performed at SMU
Values
Something that shows what people at SMU value.
Something that challenges the values at SMU.
Basic Assumptions
Two things that show non-debatable, taken for granted, deeply held assumptions at SMU.
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STUDENT HANDOUT
Scavenger Hunt for St Mary's University Culture
We each have different perspectives on our organization, St Mary's University. Today, we will
try and get a sense of the organizational culture of the university by trying to find some specific
artifacts, values and basic assumptions that show different aspects of the culture.
In your group, find and photograph things on your phone that show the aspects of culture listed
below. You should identify at least 5 items. Please email the photos to me at:
vurain.tabvuma@smu.ca and indicate your group number and which items you are sending on
the subject line. You have 30 minutes to go out, search for things and come back to the
classroom. Please be quiet when you are going around and by other classrooms. When you come
back, you will complete and in-class exercise and give brief group presentations on your findings
to the class.
Items
Artifacts and Creations
Art that illustrates the story or life at SMU.
Something showing how technology is used part of life at SMU.
Something about an important ritual or ceremony at SMU.
Something that shows behaviours that are unique to SMU.
Something that shows behaviours that are frequently performed at SMU
Values
Something that shows what people at SMU value.
Something that challenges the values at SMU.
Basic Assumptions
Two things that show non-debatable, taken for granted, deeply held assumptions at SMU.
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