Presentation Title Here
Organisational
Behaviou
MAN201
Lecture Ten
Culture
Organisational
Behaviou
MAN201
Lecture Eleven
Culture
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Judge, Millet & Boyle
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The Big Idea
Culture in a workplace is not often
understood, examined or developed.
It just develops from the personality of
the bosses.
Learning Objectives
• Understand what is organisational culture?
• What are the 7 characteristics of organisational culture?
• What are the good and bad bits of culture?
• Know how culture is created.
• Understand the connection between ethical and positive
organisational culture
• Understand the link between national culture and organisational
culture.
Enquiry Question
What is the dominant student culture at Kaplan?
Organisational Culture defined
Refers to a system of shared meaning held by
members that distinguishes one organisation from
another.
Organisational Culture (OC) is concerned with how
employees perceive of an organisation’s culture,
not with whether they like them. It is different to job
satisfaction.
7 characteristics of OC
1. Innovation and risk-taking
– The degree to which staff are encouraged to take risks
or be innovative.
2. Attention to detail
– The degree to which staff care about the detail.
3. Outcome orientation
– The focus on results or outcomes rather than just
process.
4. People orientation
– The degree to which management cares about its
people.
5. Team orientation
The degree to which work is organised in teams
ather than for individuals.
6. Aggressiveness
The amount of aggressive behaviour and
competiveness
7. Stability
The degree to which status quo is maintained
ather than growth.
How employees learn culture
Stories and rituals
• Resulting from past
performance and developed
over time highlighting good
qualities
Status and language
• The way status is shared
and language is inclusive.
Often surfaces as a negative
and can shape poor culture.
Culture v Values
Everyone organisation seems to state their core values but
few state their cu
ent or desired culture.
https:
www.youtube.com/watch?v=Rd0kf3wd120
However, some argue that it is more than “how we do things
around here”.
https:
www.youtube.com/watch?v=92lg7EvwKBE
https:
www.youtube.com/watch?v=Rd0kf3wd120
https:
www.youtube.com/watch?v=92lg7EvwKBE
Strong v Weak Culture
• How do you know if the culture is
Strong?
– If most employees have the same opinion about the
“purpose of the organisation’ and its “values”
through surveys then the culture is strong
– Strong culture is intensely held and shared
– Strong culture should have low turnove
– Strong culture will reject employees who don’t live it
like a virus!
How is Culture created
• Founders and CEOs create culture
– Founders and CEO’s demonstrate the behaviour they expect
and hire people hopefully who agree.
– Senior management have to live the values for the culture to
follow them
• Purpose has to be clear and shared
– The organisation has to have a clear purpose that all staff
agree with
– Every decision asks “is that enhancing what we are here for”
that is, does this achieve our purpose.
• Respecting people is at the centre of all strong culture
– If management make decisions that don’t respect customers or
staff then culture weakens
– Strong culture creates the climate for staff to prosper and excel
How is Culture created cont:
• Employees treat customers the way they are treated
– If management does not live the values for their staff
then staff will not live the values for the customers
• The selection process embeds the values in who is chosen to
work in the organisation
– The organisation has to have a clear understanding of
what the culture is before it can influence recruitment
– Every selection asks “is this future employee going to fit
in with the culture here?”.
• The stories, rituals and symbols reinforce the culture
– If management make decisions that don’t respect the
culture then employees will loudly question them.
– Strong culture creates the climate for staff to proudly say
why they work for the company and repeat stories of
outcomes they think are outstanding.
Culture of Engagement
This video show a few techniques on how to get a culture of
engagement.
See how many you can spot!
https:
www.youtube.com/watch?v=IZA94smSkQg
Copyright ©2014 Pearson Australia (a division of Pearson Australia Group Pty Ltd) – XXXXXXXXXX
Ro
ins/Organisational Behaviou
7e
https:
www.youtube.com/watch?v=IZA94smSkQg
Ethical and Positive Connections
Ethical and positive
ehaviours
Rewards rather than
punishes
Accepts failures with
learning
Builds employees strengths
Values employee opinions
Looks for win-win outcomes
Asks if every decision is
ethical
Cele
ates success with all
staff
Negative behaviours
Avoidance in decisions
Authoritative command
Poor Communication
Bringing in outsiders who
don’t match the culture
Constant restructuring the
organisation through
hiring and firing
Picks winners and
ewards only a favoured
few
•SOURCE: Based on S. P. Ro
ins, Managing Organizational Conflict: A Nontraditional Approach, Prentice
Hall, Upper Saddle River, NJ, 1974, pp. 59–89.
Cultural Influences on culture
• Global Influences
– Organisational culture often reflects national
culture but strong culture is not limited by it.
• Cultural sensitivities
– Strong culture is culturally sensitive
– Positive culture em
aces the best practices
from all nationalities but is respectful of all
its customers cultures.
Spiritual culture
• What is spirituality?
– It is not about God but em
aces the view that
employees have both a mind and spirit and thus
seeks to support and develop both.
• Giving purpose
– Strong culture gives purpose to employees
work so that they are part of something bigger
that is worthwhile
– Positive culture makes employees want to
come to work not because they have to.