ORGANIZATIONAL CULTURE

1. Visible
   1. Artifacts
      1. -Stories/legends -Rituals/ceremonies -Organizational Language -Physical structures/decor
2. Invisible
   1. Shared Values
      1. -Conscious beliefs -Evaluates what is good or bad, right or wrong
   2. Shared Assunmptions
      1. -Unconscious, taken for granted perceptions or beliefs -Mental models of ideals

1. Organizational Stories and Legends

   Nota:

   • Stories have the greatest effect at communicating corporate culture when they describe real people, are assumed to be true, and are known by employees throughout the organization. Stories are prescriptive - they advise people what to da and what not to do.
   1. Stories have the greatest effect at communicating corporate culture when they describe real people, are assumed to be true, and are known by employees throughout the organization. Stories are prescriptive - they advise people what to da and what not to do.
2. Rituals and Ceremonies

   Nota:

   • RITUALS - They include how visitors are greeted, how often senior executive visit subordinates, how people communicate with each other, how much time employees take for lunch, etc. CEREMONIES - These are more formal than rituals. These include publicly rewarding (or punishing) employees, or celebrating the launch of a new product or newly won contract.
   1. RITUALS - They include how visitors are greeted, how often senior executive visit subordinates, how people communicate with each other, how much time employees take for lunch, etc. CEREMONIES - These are more formal than rituals. These include publicly rewarding (or punishing) employees, or celebrating the launch of a new product or newly won contract.
3. Organizational Language

   Nota:

   • This is how employees address co-workers, describe customers, express anger, and greet stakeholders
   1. This is how employees address co-workers, describe customers, express anger, and greet stakeholders
4. Physical Structures and Symbols

   Nota:

   • The size, shape, location, and age of the buildings might suggest the company's emphasis on teamwork. environmental friendliness, flexibility, or any other set of values.
   1. The size, shape, location, and age of the buildings might suggest the company's emphasis on teamwork. environmental friendliness, flexibility, or any other set of values.

1. Control System

   Nota:

   • Organizational culture is a deeply embedded form of social control that influences employees decisions and behaviour.
   1. Organizational culture is a deeply embedded form of social control that influences employees decisions and behaviour.
2. Social Glue

   Nota:

   • Bonds people together and makes them feel part of the organizational experience.
   1. Bonds people together and makes them feel part of the organizational experience.
3. Sense-making

   Nota:

   • It helps employees understand what goes on and why things happen in the company.
   1. It helps employees understand what goes on and why things happen in the company.

1. Attracting, selecting, and socializing employees

   Nota:

   • OC is strengthened by attracting and hiring people who already embrace the cultural values, then socializing them to more clearly understand the company's culture.
   1. OC is strengthened by attracting and hiring people who already embrace the cultural values, then socializing them to more clearly understand the company's culture.
2. Actions of founders and leaders
   1. Founders are visionaries who provide a powerful role model for others to follow
3. Introducing cultural consistent rewards

   Nota:

   • Top executive held accountable for previous week's goals. This action reinforces a more disciplined, performance-oriented culture.
   1. Top executive held accountable for previous week's goals. This action reinforces a more disciplined, performance-oriented culture.
4. Aligning artifacts

   Nota:

   • By altering artifacts - or creating new ones  - leaders can potentially adjust the OC. A dramatic example is moving the company or business into new offices that reflect a different culture.
   1. By altering artifacts - or creating new ones - leaders can potentially adjust the OC. A dramatic example is moving the company or business into new offices that reflect a different culture.

Nota:

• This is the process by which individuals learn the values, expected behavious, and social knowledge necessary to assume their roles in the organization

1. 1. Pre-employment socialization (outsider)

   Nota:

   • -Learn about the organization and the job -Form employment relationship expectators
   1. -Learn about the organization and the job -Form employment relationship expectators
2. 2. Encounter (newcomer)

   Nota:

   • Test expectations against perceived realities
   1. Test expectations against perceived realities
3. 3. Role management (insider)

   Nota:

   • -Strengthen work relationships -Practice new role behaviours -Resolve work - non-work conflicts
   1. -Strengthen work relationships -Practice new role behaviours -Resolve work - non-work conflicts
4. Socialization outcomes

   Nota:

   • -Higher motivation -Higher loyalty -Higher satisfaction -Lower stress -Lower turnover
   1. -Higher motivation -Higher loyalty -Higher satisfaction -Lower stress -Lower turnover

1. Assimilation
   1. Acquired company embraces acquiring firm's culture
2. Deculturation
   1. Acquiring firm imposes it's culture on unwilling firm
3. Integration
   1. Combining two or more cultures into a new composite culture
4. Separation
   1. Merging companies remain distinct entities with minimal exchange of culture or organizational practices