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Organizational Culture Ronald R. Sims

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Title: Organizational Culture Author: Gateway Authorized Customer Last modified by: Stoll, Sharon (sstoll_at_uidaho.edu) Created Date: 9/19/1995 4:54:22 PM – PowerPoint PPT presentation

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Title: Organizational Culture Ronald R. Sims


1
Organizational Culture Ronald R. Sims
Distinguished Professor, William and Mary
2
Serves 7 functions
  • specifies importance of organization
  • dictates how resources are used
  • establishes what is to be expected
  • defines where power lies, and how used
  • selects and prescribes what behaviors to do
  • sets tone for organization
  • instructs how to treat and deal with others

3
Some Organizations
  • reinforce illegal activity
  • recruit and promote those with ? values
  • socialize to engage in illegal acts

4
Put a moral rationalizer Hurrying to succeed In a
seductive position Give him ignoble
expectations And upside-down incentive And walk
away... Brumback, 1991, p. 355.
5
Climate conducive to unethical ..
  • Rationalization
  • Impatient Ambition
  • Seductive Positions
  • Ignoble Expectations
  • Upside-down Incentives
  • Unguarded Trust

6
Internal danger signs
  • short term revenues
  • results versus performance
  • ignores or violates codes of ethics
  • simple solutions/quick fixes
  • victims mentality
  • no solution if it means money
  • internal environment discourages ethical behavior

7
  • Keep up with Joneses...no matter what...
  • ethics means compliance with laws and rules
  • ethical form above substance to i\enhance image
  • employees are not treated equitably
  • unfair performance standards

8
  • No clear-cut policies for handling ethical
    problems.
  • no plan for bringing forth problems
  • ignores the interests of everyone except
    shareholders
  • employees leave your ethical problems at home.
  • management by loyalty, prohibits difference of
    opinion.

9
The Nature of Decision Making in Organizations
  • Sims

10
Cognitive Biases in Decision Making
  • Framing Errors -- interpretation of history,
    present context, and consequent definition of
    relevant image elements
  • Heuristics - attempting to simplify the complex
    decisions , using simple rules of thumb as guides

11
Heuristics
  • Availability --Using limited information to make
    a judgment
  • Representative --stereotypical perceptions

12
Organizational impediments..
  • Time constraints
  • face saving
  • bounded discretion --everybody else...

13
Obstacles to Group Decisions...
  • Group Think
  • Risky-shift behavior
  • Commitment errors
  • Goal-setting challenges
  • Abilene Paradox

14
Group Think
  • Conscious behavior not apparent
  • creates esprit de corps
  • group is greater than the individual
  • sneaky in the sense that the individual is lost
    in the group...

15
Risky Shift Behavior
  • make riskier decisions because individual members
    do not fear personal retribution.

16
Commitment Errors
  • Live up to commitments no matter what...

17
Goal Setting Challenges
  • Groups setting goals

18
Abilene Paradox
  • Conscious partakers
  • causes malaise
  • less than the sum
  • Speak up for self
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