SEM 1: OCSM

Layers of Org Culture
1. Observable Artifacts
  1. Physical manifestation of an org's culture
  2. i.e "stand-up" meetings for core design team meetings to ensure productivity => Google's desire to work hard
  3. Easier to change than the less visible aspects
2. Espoused Values
  1. Explicitly states values and norms preferred by org
  2. VS Enacted values: values and norms exhibited by employees
  3. impt to reduce gaps b/w espoused and enacted values => can sig. influence employee attitudes and org perf
3. Basic Assumptions
  1. unobservable, rep core of org culture, guide org beh
  2. Org values that are taken for granted, highly resistant to change
4. PE Fit: Compatibility b/w an indiv and work environment that occurs when characteristics are well-matched
  1. higher job satisfaction& commitment, lower intentions to quit
Types of Org Culture (Competing Values Framework)
1. Never a "pure" culture type => contradictions impt => org's success may depend on its ability to possess core values associated w competing cultural types (The Need for Balance, Quinn)
Four functions of org culture
1. 1. Give members an org identity, i.e people-focused identity
2. 2. Facilitate collective commitment
3. 3. Promote social system stability => extent to which work env perceived as +ve and reinforcing, extent to which conflict and change are effectively managed
4. 4. Shape behaviour by helping members make sense of surroundings => help employees understand reasons behind org's actions and how it intends to accomplish LT goals
Outcomes associated w org culture
1. 1. Org culture affects org effectiveness => source of competitive adv
2. 2. Employees prefer flexibility > stability & control => more satisfied, committed
3. 3. Increase innovation & quality by building clan/adhocracy/market cultures
4. 4. Financial performance not strongly related to org's culture
5. 5. Market cultures => more +ve org outcomes
Process of culture change + embedding org culture
1. 1. Formal statements of org philosophy, mission, values, materials used for recruiting, selection, socialisation
2. 2. Design of physical space, work env, buildings
3. 3. Slogans, language, acronyms, sayings
4. 8. Deliberate role modeling, training, coaching by managers
5. 6. Explicit rewards, status symbols, promotion criteria
6. 4. Stories, legends, myths about key people and events
7. 11. Org activities, process, outcomes leaders attend to
8. 5. Leader reactions to critical incidents and org crises
9. 9. Workflow and org structure
10. 10. Org systems and procedures
11. 7. Org goals and criteria for managing human resources
12. Mentoring: Process in which protégés and protégées seek developmental guidance from a network of people referred to as developers
  1. Diversity of developmental r/s: - the no. of pple in the network - the no of diff networks
  2. Developmental r/s strength: quality of r/s among the indiv and those involved in his developmental network
Org Socialisation Process

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SEM 1: OCSM

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