Bài giảng Organisational behaviour - Chapter 16 Organisational culture

Organisational cultureChapter learning objectivesDescribe the elements of organisational culture.Discuss the importance of organisational subcultures.List four categories of artefacts through which corporate culture is communicated.Identify three functions of organisational culture.Discuss the conditions under which cultural strength improves corporate performance.Discuss the effect of organisational culture on business ethics.Compare and contrast four strategies for merging organisational cultures.Identify five strategies to strengthen an organisation’s culture.2 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneMelso Minerals’ corporate cultureMelso Minerals in Matamata, New Zealand, has an egalitarian, team-oriented corporate culture . This culture is apparent through numerous artefacts, such as the no-holds barred retreats and the Melso polo shirts that everyone wears.Courtesy of Melso Minerals (Matamata) Ltd3 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneOrganisational culture definedThe basic pattern of shared assumptions, values and beliefs considered to be the correct way of thinking about and acting on problems and opportunities facing the organisation.Courtesy of Melso Minerals (Matamata) Ltd4 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglionePhysical structuresRituals/ceremoniesStoriesLanguageBeliefsValuesAssumptionsArtefacts oforganisationalcultureOrganisationalcultureElements of organisational culture5 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneMeaning of cultural content Cultural content refers to the relative ordering of beliefs, values and assumptionsExample: Brown & Brown values aggressiveness; SAS Institute values work-life balanceAn organisation emphasises only a handful of the hundreds of cultural values6 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneOrganisational subcultures Located throughout the organisationCan support or oppose (countercultures) firm’s dominant cultureTwo functions of countercultures:provide surveillance and evaluationsource of emerging values7 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneCultural stories at Four SeasonsThe legendary customer service at Four Seasons Hotels and Resorts is reflected in its corporate culture. Legends and stories help to support this customer service culture.Courtesy of Four Seasons Hotels and Resorts8 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneArtefacts: organisational storiesSocial prescriptions of desired behaviourDemonstrate that organisational objectives are attainableMost effective storiesdescribe real people are assumed to be trueare known throughout the organisationare prescriptiveCourtesy of Four Seasons Hotels & Resorts9 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneArtefacts: rituals and ceremoniesRitualsprogrammed routines eg conducting meetingsCeremoniesplanned activities for an audienceeg award ceremonies10 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneArtefacts: organisational languageWords used to address people, describe clients, etcLeaders use phrases and metaphors as cultural symbols eg General Electric’s ‘grocery store’Language also found in subcultureseg Whirlpool’s ‘PowerPoint culture’11 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneCourtesy of Oakley, Inc.Artefacts: physical structures/spaceOakley, Inc.’s protective and competitive corporate culture is apparent in its building design and workspace. The building looks like a vault to protect its cherished product designs (eyewear, footwear, apparel and watches).Courtesy of Oakley, Inc.12 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneBenefits of strong corporate culturesStrongorganisationalcultureSocialcontrolAidssense-makingSocialglue13 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneProblems with strong culturesCulture content might be incompatible with the organisation’s environmentStrong cultures focus attention on one mental modelStrong cultures suppress dissenting values from subcultures14 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneAdaptive organisational culturesExternal focus  firm’s success depends on continuous changeFocus on processes more than goalsStrong sense of ownershipProactive  seek out opportunities15 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneBicultural auditPart of ‘due diligence’ in mergerMinimises risk of cultural collision by diagnosing companies before mergerThree steps in bicultural audit1. collect artefacts2. analyse data for cultural conflict/compatibility3. recommend solutions16 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneMerging organisational culturesAssimilationDeculturationAcquired company embraces acquiring firm’s cultureAcquiring firm imposes its culture on unwilling acquired firmIntegrationBoth cultures combined into a new composite cultureSeparationMerging companies remain separate with their own culture17 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneStrengtheningorganisationalcultureFoundersand leadersCulturallyconsistentrewardsStableworkforceSelectionandsocialisationManaging theculturalnetworkStrengthening organisational culture18 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneOverview of the next chapterLewin’s force field analysis modelReasons why people resist organisational changeStrategies to minimise resistance to changeThe organisation development processAppreciative inquiry as a change strategyEthical issues in organisation development19 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneOrganisational culture