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Organizational Culture

The document discusses organizational culture and defines it as a shared set of beliefs, expectations, values, and norms that influence how members of an organization relate to one another and cooperate to achieve organizational goals. It notes that the ultimate source of organizational culture is the people that make up the organization and that members become similar over time which can hinder adaptation to environmental changes. Finally, it contrasts strong, adaptive cultures that help organizations grow and change with weak, inert cultures that fail to motivate employees and often lead to stagnation.

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Muhammad Ashraf Nasir
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322 views9 pages

Organizational Culture

The document discusses organizational culture and defines it as a shared set of beliefs, expectations, values, and norms that influence how members of an organization relate to one another and cooperate to achieve organizational goals. It notes that the ultimate source of organizational culture is the people that make up the organization and that members become similar over time which can hinder adaptation to environmental changes. Finally, it contrasts strong, adaptive cultures that help organizations grow and change with weak, inert cultures that fail to motivate employees and often lead to stagnation.

Uploaded by

Muhammad Ashraf Nasir
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Organizational Culture

• Organizational culture
– shared set of beliefs, expectations, values, and norms that
influence how members of an organization relate to one
another and cooperate to achieve organizational goals

10-1
Sources of an Organization’s Culture

Figure 10.11
10-2
Characteristics of Organizational Members

• Ultimate source of organizational culture is the people


that make up the organization
• Members become similar over time which may hinder
their ability to adapt and respond to changes in the
environment

10-3
Organizational Ethics

• Organizational Ethics
– moral values, beliefs, and rules that establish the appropriate
way for an organization and its members to deal with each
other and people outside the organization

10-4
Employment Relationship

• Human resource policies:


– Can influence how hard employees will work to achieve the
organization’s goals,
– How attached they will be to it
– Whether or not they will buy into its values and norms

10-5
Organizational Structure

• In a centralized organization:
– people have little autonomy
– norms that focus on being cautious, obeying authority, and
respecting traditions emerge
– predictability and stability are desired goals

10-6
Organizational Structure

• In a flat, decentralized structure:


– people have more freedom to choose and control their own
activities
– norms that focus on being creative and courageous and
taking risks appear
– gives rise to a culture in which innovation and flexibility are
desired goals.

10-7
Strong, Adaptive Cultures Versus Weak, Inert
Cultures

• Adaptive cultures
– values and norms help an organization to build momentum
and to grow and change as needed to achieve
its goals and be
effective

10-8
Strong, Adaptive Cultures Versus Weak, Inert
Cultures

• Inert cultures
– Those that lead to values and norms that fail to motivate or
inspire employees
– Lead to stagnation and often failure over time

10-9

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