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Semelhante a Organizational Behavior (20)
Organizational Behavior
- 2. Facebook’s Organizational
Culture
Facebook has been able to
maintain a strong corporate
culture even as it expands
globally. ―Maintaining culture is
one of the top priorities we
have as a company,‖ says
Sarah Smith (shown in this
photo), head of Facebook’s
operations in Austin, Texas.
McShane/Von Glinow OB 6e © 2013 The McGraw-Hill Companies, Inc. All rights reserved2
- 3. Organizational Culture Defined
The basic pattern of shared
values and assumptions
shared within the
organization.
Defines what is important
and unimportant.
Company’s DNA—invisible,
yet powerful template that
shapes employee behavior
McShane/Von Glinow OB 6e © 2013 The McGraw-Hill Companies, Inc. All rights reserved3
- 5. Content of Organizational
Culture
The relative ordering of values.
• A few dominant values
• Example: Facebook – creative, proactive, risk-oriented
Problems with measuring org culture
• Oversimplifies diversity of possible values
• Ignore shared assumptions
• Adopts an ―integration‖ perspective
An organization’s culture is fuzzy:
• Diverse subcultures (―fragmentation‖)
• Values exist within individuals, not work units
McShane/Von Glinow OB 6e © 2013 The McGraw-Hill Companies, Inc. All rights reserved5
- 6. Organizational Culture Profile
Org Culture
Dimensions Dimension Characteristics
Innovation
Experimenting, opportunity seeking, risk taking, few
rules, low cautiousness
Stability Predictability, security, rule-oriented
Respect for people Fairness, tolerance
Outcome
orientation Action oriented, high expectations, results oriented
Attention to detail Precise, analytic
Team orientation Collaboration, people-oriented
Aggressiveness Competitive, low emphasis on social responsibility
McShane/Von Glinow OB 6e © 2013 The McGraw-Hill Companies, Inc. All rights reserved6
Source: O’Reilly et al (1991)
- 7. Organizational Subcultures
Dominant culture -- most widely shared
values and assumptions
Subcultures
• Located throughout the organization
• Can enhance or oppose (countercultures) firm’s
dominant culture
Two functions of countercultures:
• provide surveillance and critique, ethics
• source of emerging values
McShane/Von Glinow OB 6e © 2013 The McGraw-Hill Companies, Inc. All rights reserved7
- 8. Artifacts of Organizational
Culture
• Observable symbols and signs
of culture
• Physical structures,
ceremonies, language, stories
• Maintain and transmit
organization’s culture
• Need many artifacts to
accurately decipher a
company’s culture
McShane/Von Glinow OB 6e © 2013 The McGraw-Hill Companies, Inc. All rights reserved8
- 9. Artifacts: Stories and Legends
Social prescriptions of desired (or
dysfunctional) behavior
Provides a realistic human side to
expectations
Most effective stories and legends:
• Describe real people
• Assumed to be true
• Known throughout the organization
• Are prescriptive
McShane/Von Glinow OB 6e © 2013 The McGraw-Hill Companies, Inc. All rights reserved9
- 10. Artifacts: Rituals and
Ceremonies
Rituals
• programmed routines
• (e.g.., how visitors are greeted)
Ceremonies
• planned activities for an audience
• (e.g.., award ceremonies)
McShane/Von Glinow OB 6e © 2013 The McGraw-Hill Companies, Inc. All rights reserved10
- 11. Artifacts: Organizational
Language
Words used to address people, describe
customers, etc.
Leaders use phrases and special vocabulary
as cultural symbols
Language also found in subcultures
McShane/Von Glinow OB 6e © 2013 The McGraw-Hill Companies, Inc. All rights reserved11
- 13. The Zappos Family - How They Work
McShane/Von Glinow OB 6e © 2013 The McGraw-Hill Companies, Inc. All rights reserved13
- 14. Organizational Culture Strength
How widely and deeply employees hold the
company’s dominant values and
assumptions
Strong cultures exist when:
• most employees understand/embrace the
dominant values
• values and assumptions are institutionalized
through well-established artifacts
• culture is long lasting -- often traced back to
founder
McShane/Von Glinow OB 6e © 2013 The McGraw-Hill Companies, Inc. All rights reserved14
- 15. Functions of Strong Corporate
Cultures
McShane/Von Glinow OB 6e © 2013 The McGraw-Hill Companies, Inc. All rights reserved15
Functions of
Strong Cultures
• Control system
• Social glue
• Sense-making
Organizational
Outcomes
• Org performance
• Employee well-being
Culture strength
advantages depend on:
• Environment fit
• Not cult-like
• Adaptive culture
- 16. Contingencies of
Organizational Culture &
Performance
Organizational culture strength moderately
predicts organizational performance
Need to consider contingencies:
1. Ensure culture-environment fit
2. Avoid corporate ―cult‖ strength
3. Create an adaptive culture
McShane/Von Glinow OB 6e © 2013 The McGraw-Hill Companies, Inc. All rights reserved16
- 17. Organizational Culture
Assimilation in the Southwest--
AirTran Merger
Organizational culture assimilation practices helped
AirTran Airways employees understand and embrace the
Southwest Airlines culture, known as the ―Southwest
Way.‖ Southwest’s success and its popular culture
assisted this assimilation process.
McShane/Von Glinow OB 6e © 2013 The McGraw-Hill Companies, Inc. All rights reserved17
- 18. Merging Cultures: Bicultural
Audit
Part of due diligence in merger
Minimizes cultural collision by diagnosing companies
Three steps in bicultural audit:
1. Identify cultural artifacts
2. Analyze data for cultural conflict/compatibility
3. Identify strategies and action plans to bridge cultures
McShane/Von Glinow OB 6e © 2013 The McGraw-Hill Companies, Inc. All rights reserved18
- 19. Merging Organizational
Cultures
McShane/Von Glinow OB 6e © 2013 The McGraw-Hill Companies, Inc. All rights reserved19
Assimilation
Deculturation
Acquired company embraces acquiring
firm’s cultural values
Acquiring firm imposes its culture on
unwilling acquired firm
Integration
Cultures combined into a new composite
culture
Separation
Merging companies remain separate with
their own culture
- 21. Changing/Strengthening
Organizational Culture
Actions of Founders/Leaders
• Org culture sometimes reflects the founder’s
personality
• Transformational leaders can reshape culture
-- organizational change practices
Aligning Artifacts
• Artifacts keep culture in place
• e.g., create memorable events,
communicating stories, transferring
culture carriers
McShane/Von Glinow OB 6e © 2013 The McGraw-Hill Companies, Inc. All rights reserved21
- 22. Changing/Strengthening
Organizational Culture
Introducing Culturally Consistent
Rewards
• Rewards are powerful artifacts – reinforce
culturally-consistent behavior
Attracting, Selecting, Socializing
Employees
• Attraction-selection-attrition theory
• Socialization practices
McShane/Von Glinow OB 6e © 2013 The McGraw-Hill Companies, Inc. All rights reserved22
- 23. Attraction-Selection-Attrition
Theory
Organizations become more homogeneous
(stronger culture) through:
• Attraction -- applicants self-select and weed out
companies based on compatible values
• Selection -- applicants selected based on values
congruent with organization’s culture
• Attrition -- employees quit or are forced out when
their values oppose company values
McShane/Von Glinow OB 6e © 2013 The McGraw-Hill Companies, Inc. All rights reserved23
- 24. Lindblad’s Shipshape
Socialization
As part of its socialization process, adventure cruise
company Lindblad Expeditions shows applicants a video
program with a realistic preview of what it’s like to work
onboard.
McShane/Von Glinow OB 6e © 2013 The McGraw-Hill Companies, Inc. All rights reserved24
- 25. Organizational Socialization
Defined
The process by which individuals learn the values,
expected behaviors, and social knowledge necessary to
assume their roles in the organization.
McShane/Von Glinow OB 6e © 2013 The McGraw-Hill Companies, Inc. All rights reserved25
- 26. Socialization: Learning &
Adjustment
Learning Process
• Newcomers make sense of the organization’s
physical, social, and strategic/cultural dynamics
Adjustment Process
• Newcomers need to adapt to their new work
environment
- New work roles
- New team norms
- Newcomers with diverse experience adjust better
McShane/Von Glinow OB 6e © 2013 The McGraw-Hill Companies, Inc. All rights reserved26
- 27. Stages of Socialization
McShane/Von Glinow OB 6e © 2013 The McGraw-Hill Companies, Inc. All rights reserved27
Role
Management
• Insider
• Changing roles
and behavior
• Resolving
conflicts
Encounter
Stage
• Newcomer
• Testing
expectations
Pre-Employment
Stage
• Outsider
• Gathering
information
• Forming
psychological
contract
- 28. Improving Organizational
Socialization
Realistic job preview (RJP)
• A balance of positive and negative information
about the job and work context
Socialization agents
• Supervisors – technical information, performance
feedback, job duties
• Co-workers – ideal when accessible, role models,
tolerant, and supportive
McShane/Von Glinow OB 6e © 2013 The McGraw-Hill Companies, Inc. All rights reserved28
- 29. Zappos Employee Fit and Work Culture
McShane/Von Glinow OB 6e © 2013 The McGraw-Hill Companies, Inc. All rights reserved29