Chapter 11: Building an Organizational Culture

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Chapter 11 Building an Organizational Culture

• Organizations have personalities that are greater
  than the sum of their parts and separate from the
  people that run them.
• A coherent set of Beliefs, Values, Assumptions
  and Consequent behaviors.
• Corporate versus societal culture
• Practice vs. Values, Selection, Changability

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Dimensions of Culture

• Innovation
• Stability for members
• People orientation
• Outcome orientation
• Easygoingness
• Detail oriented
• Team orientation

• Communication
• Personnel development
• Reward system
• Decision-making
• Risk-taking
• Planning

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Functions of culture

• Support of goals and strategy
• C________________
• Support and stability for personnel
• Norms and practices
• Who gets hired, promoted and fired

Culture is a process that is interactive and ever
changing
A__________
Values
Assumption
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Revealing an Organizations Culture (figure 11-3)

• Manifestation - assumptions are revealed in
  perceptions and emotions of members
• R__________ - perceptions transformed into
  artifacts
• Symbolization - artifacts take on specific
  symbolic significance
• Interpretation - meaning of symbolization is
  determined outside organization

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• Interpretation
• Mission statement
• Heroes and heroines
• Myths and stories
• Rituals and ceremonies
• Physical arrangements
• Creating, sustaining or changing a Culture
• Top management directed
• Structure, direction, model, rewards,
  selection/removal, training/indoctrination,
  co-optation, state of crisis
• Employee-initiated culture
• Subculture infestation, selection/removal

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Chapter 12 Structuring High Performance
Organizations

• Specialization
• Comparative advantage of workers
• More repetition more skill development
• More economical training
• Problems
• boredom, fatigue, stress low productivity,
  absenteeism, turnover
• lack of flexibility
• less interest/pride mine, ours vs. theirs

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Basic Building Blocks of Structure

• Centralization vs. _______________
• Horizontal - function, customer, product, process
• Vertical - Tall or flat, checks/balances
• Personal - personnel centric
• Spatial - location
• Coordinating mechanisms
• Mutual adjustment - self, most common
• Direct supervision
• Standardization of work processes
• Standardization of outputs (i,e. SBU managers)
• Standardization of skills - (i.e. professionals)

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Basic Building Blocks of Structure 2

• Informal organization
• Mechanistic vs. O________ structures
• Types of structures
• Functional structures
• Market-oriented structures
• Integrated structure
• Adhocracy
• Matrix
• Adaptive Structures
• H_________ organization Consumer-oriented
  functional processes
• Alliances - partnership, Joint ventures
• Modular/Virtual organization - internal/external