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Culture defined: A complex pattern of norms, values, beliefs, expectations, understandings shared by members of an entity

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Culture defined: A complex pattern of norms, values, beliefs, expectations, understandings shared by members of an entity A dominant role of leaders is the shaping ... – PowerPoint PPT presentation

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Title: Culture defined: A complex pattern of norms, values, beliefs, expectations, understandings shared by members of an entity


1
Culture defined A complex pattern of norms,
values, beliefs, expectations, understandings
shared by members of an entity
2
Organizations can become institutionalized by
means of their culture.
Cultures can transcend organization founders,
leaders, clients/consumers, and other aspects of
the organization.
3
A dominant role of leaders is the shaping and
maintaining of culture
Leaders at all levels influence culture
4
As leaders, we care about culture because it
facilitates in two general ways
  • Dealing with environmental demands
  • Achieving internal integration

5
How does an organizations culture help deal with
its external environment?
  • helps legitimize the organization in the eyes of
    external constituents
  • helps create a sense of identity for the
    organization that lets external constituents
    understand the organization and identify with it

6
Leaders enable through culture
  • norms for collaboration
  • instill climate or sense of trust
  • provides clarity on acceptable behavior and
    expectations

7
Leaders encourage through culture
  • values that employees subscribe to
  • gives feeling of belonging and identity
  • provides sense of being unique
  • what is rewarded and recognized

8
Leaders empower through culture
  • norms around the sharing of power
  • values of employee development
  • values of job impact and meaning

9
Leaders envision and inspire through culture
  • sense of who we are
  • beliefs about our destiny
  • sense that we are unique
  • sense that what we do is meaningful

10
LEADERS SHAPE AND MAINTAIN CULTURE MOST BY
  • What they pay attention to and measure
  • Reaction to critical incidents crises
  • Behaviors they model
  • What they reward / punish
  • Who they hire / fire
  • Stories, symbols, language
  • Design of organizations structure processes

11
Sometimes culture does not serve the
organization Sometimes strong cultures are
dysfunctional
12
When is culture a liability?
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