Organizational Behavior (Culture)

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RW. = جح = 3 = = جح ‎e‏ TS —— ود ,~ 5 ~ بح ينين 

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WHAT IS CULTURE? © The word culture, from the Latin colo, -ere, with its root meaning "to cultivate”. ee ee 

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DEFINING CULTURE 1. Philip Bock - What makes you a stranger when you're away from home 2. Ruth Benedict - learned patterns 3. Charles Kraft - Complex, integrated coping mechanism 4. Bob Sjogren -- What makes us “us” and them “them” SS ee 

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ORGANIZATIONAL CULTURE DEFINED The 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 organization. SS ee 

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GEORGE MURDOCK’S 70 age-grading ethics using population policy athletic sports ethno-botany hygiene postnatal care bodily adornment _| etiquette incest taboos pregnancy usages calendar faith healing inheritance rules _| property rights cleanliness training | family joking propitiation of community feasting kin groups supernatural beings organization fire-making kinship. puberty customs cooking folklore nomenclature religious ritual co-operative labor | food taboos language residence rules cosmology funeral rites law sexual restrictions courtship games luck / superstitions | soul concepts dancing gestures magic status decorative art gift-giving marriage differentiation divination government mealtimes surgery division of labor greetings medicine tool-making dream hair styles obstetrics trade interpretation hospitality penal sanctions visiting education personalnames __| weather control eschatology Weaving Chotporr B. CD10, Orrpnenaerad Ortearer. Deasersty Debra 

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UNIVERSAL 

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UNIVERSAL 

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210۵1 UNIVERSAL Chery B. COD, Orpen Drtearer. Deserty Deron, 

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CULFURAL UNIVERSAL 4. FOOD, CLOTHING, SHELTER AND TRANSPORTATION * Note: “Drives” vs. culture * Hunger is a basic human psycho-biological drive. * How that hunger is satisfied involves all kinds of cultural things (what is eaten, how it is prepared, how it is eaten . . SS ee 

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UNIVERSAL 5 . COMMUNICATION SS ee 

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9 0 17 UNIVERSAL 

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210۵1 UNIVERSAL 5 . ARTS AND RECREATION Chery B. COD, Orpen Drtearer. Deserty Deron, 

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9 0 17 UNIVERSAL 

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9 CULTURAL UNIVERSAL 9. QUEST FOR THE SUPERNATURAL Chery B. COD, Orpen Drtearer. Deserty Deron, 

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CHARACTERISTICS OF CULTURE 1. Culture is shared. 2. Culture is 0. 3. Culture is taken for granted. 4. Culture is symbolic. 5. Culture varies across time and place. 

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CULTURE IS... ® Concrete OWe can observe cultural practices that define human experience. © Abstract Olt is a way of thinking, feeling, believing, and behaving, 

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THEORETICAL PERSPECTIVES ON CULTURE Covi evry Gerves interests ve eee 

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THEORETICAL PERSPECTIVES ON CULTURE 

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لاه لس + —— ات | عن ‎recht‏ ول سا ماس ۰ ‎wen‏ 

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AN ICEBERG AS AN ANALOGY OF CULTURE 

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ELEMENTS OF ORGANIZATIONAL CULTURE Phyigales cBiaAMies Stories Language Ghote B. CD01, Ongena Detearer. Devers of Deron, 

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LEVEL OF CULTURAL DEBATES ® National Culture © Corporate Culture 1 °® Professional Culture ۱ ۱ 

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NATIONAL VS. ORGANIZATIONAL CULTURE © National culture ٠ Organizational ° Broader ' culture © More complex | © Narrower © Manageable © Secondary socialization © Subcultures © Influence org. culture © Primary and secondary socialization 

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7 ا ا ل 1 Uncertainty Avoidance Long-Term - Short-Term ] 2D, Oryrtraened Detar. Daversny of Debrer, 

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FOUR FUNCTIONS OF ORGANIZATIONAL CULTURE identity Sense-making Organizational Collective ‎ea)‏ ۹۱۹ حكليتك ‎“TSE EST ‎ ‎Chote @. CD00, Orgrenaernd Ortearer. Daveraty of Debra ‎ 

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ORGANIZATIONAL CULTURE PROFILE- O’REILLY ET AL (1991) Innovation Experimenting, opportunity seeking, risk taking, few rules, low cautiousness Stability Predictability, security, rule-oriented Respect for ۳ people Fairness, tolerance Outcome Action oriented, high expectations, results orientation oriented Attention to 1 5 detail Precise, analytic Team orientation | Collaboration, people-oriented 1 Competitive, low emphasis on social Aggressiveness responsibility Ghotenw ‏وو‎ 

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SOME UNDERLYING DIMENSIONS OF ORGANIZATIONAL CULTURE Oves he orprizaion pervewe tor F to be ‏امه روم رسمه رم‎ out ‏ات و‎ و سا مه و ‎fet he “correct” wry‏ ‎horwratzint, o7‏ بمج موسج اسمس وا possivel ote? dow do we dePice what te true ced vot te oot true, ced how te tru ultcaieyy detercotaed bots ict the physicdl cad ‏اس‎ world? 

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J DEREYING DEMEN ON ANIZATIONAL CULTURE 4 ۲] ( OF ORG (hot our basis precio i teri of oP koe Grits ore covet refer Por the ‏بلا إن صاصم‎ PRs? بانج عن رفح ‎good,‏ رل هه ‎bs hucoon ote perPevitde or Pod?‏ عه Ghotpere @. 2000, Orrpntndennd Drteaien, Orarcr sir Deh 

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(DER NG DIMEN ON ANIZATIONAL CULTURE 4 ۲] ( OF ORG Onvcrwirr 9. De coture oP kusved | Okot is the “carrer” wap Por peuple to neti to euch ver, to deirbute power ‏علا جا" ستاك لمن‎ [9 or coopertive? ‘she best uray 7 orcnnize sorely oa the bests ‏حطس تاها خام‎ or yup? “Ie the ‏اجه مرو موه با‎ or ‏جمدو صم لل جامد‎ ‏جلا جا“‎ qroup best ۵۱ ‏الما‎ duerse or Pits hichty ۵ ‏له اه اجه رم مج رورا‎ fa group be ‏و ولمم‎ or coho? [0 

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THE DENISON a ۷۲0191۳] 2 

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"Have Uniform Cultures? 

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ORGANIZATIONAL SUBCULTURES © Located throughout the organization © Can support or oppose (countercultures) firm’s dominant culture © Two functions of countercultures: © provide surveillance and evaluation © source of emerging values 

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HOW CULTURES FORM امهمننهعنصه و0 ‎Culture‏ 83۱۵9۳۱۰۵۵۹ 2 22 ل ا 

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ATTRACTION-SELECTION-ATTRITION THEORY مس( ‎Organizations attract, select, and retain people with‏ ‎values and personality characteristics consistent‏ ‎with the organization’s character, resulting in a more‏ ‎homogeneous organization and a stronger culture‏ © Attraction -- applicants self-select and weed out companies based on compatible values © Selection -- Applicants selected based on values congruent with organization’s culture © Attrition -- Employee quite or are forced out when their values oppose company values SS ee 

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BENEFITS OF STRONG CORPORATE CULTURES STRONG ORGANIZATIONA L CULTURE 

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PROBLEMS WITH STRONG CULTURES © Culture content might be incompatible with the organization’s environment. ® Strong cultures focus attention on one mental model. ® Strong cultures suppress dissenting values from subcultures. SS ee 

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Learning About Organizational Culture 7 ‏ار‎ we 

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EMBEDDING ORGANIZATIONAL CULTURE ‎Formal statements of organizational philosophy, mission, vision, values, and‏ نا ‎materials used for recruiting, selection and socialization‏ ‎4 The design of physical space, work environments, and buildings ‎4 Slogans, language, acronyms, and sayings ‎+1 Deliberate role modeling, training programs, teaching and coaching by ‎managers and supervisors ‎Explicit rewards, status symbols (e.g., titles), and promotion criteria ‎8 ‎4 Stories, legends, and myths about key people and events ‎8 ‎The organizational activities, processes, or outcomes that leaders pay attention to, measure, and control ‎Leader reactions to critical incidents and organizational crises ‎The workflow and organizational structure ‎Organizational systems and procedures ‎Organizational goals and the associated criteria used for recruitment, selection, development, promotion, layoffs, and retirement of people ‎Boos ‎SS eee ‎ ‎ 

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TYPES OF CULTURES CAMERON, K., & QUINN, R., (1999) © The Clan Culture © A very friendly place to work where people share a lot of themselves. It is like an extended family. 

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TYPES OF CULTURES © The Hierarchy Culture © A very formalized structured place to work. Procedures govern what people do. SS ee 

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TYPES OF CULTURES ® The Adhocracy Culture © A dynamic entrepreneurial, and creative place to work. People stick their necks out and take risks. Ghotpere @. 2000, Orrpntndennd Drteaien, Orarcr sir Deh 

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TYPES OF CULTURES © The Market Culture © A results oriented organization whose +: ۴ major concern is with getting the job done. People are competitive and goal-oriented. Chery B. COD, Orpen Drtearer. Deserty Deron, 

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Incubator Diffuse, spontaneous relationships growing out of shared creative process Status Is achieved by individuals exemplifying creativity and growth Process oriented, creative, an hoc, inspirational Co-creators Improvise and attune Participating in the process of creating new realities ‘Management by Guided Missile Specific tasks in cybernetic system targeted upon shared objectives Status Is achieved by project group members who contribute to targeted goals Problems centered, professional, practical, cross- disciplinary Specialists and experts, Shift aim as target moves Pay or credit for performance and problems solved Management by Eiffel Tower ‘Specific role in mechanical system of required interactions Status Is ascribed to superior roles, which are distant yet powerful Logical, analytical, vertical, and rationally efficient Human resources Change rules and procedures: Promote to greater position, larger role Management by Family Diffuse relationships to organic whole to which one is bonded Status Is ascribed to parent figures who are close and powerful Intuitive, holistic, lateral, and error- correcting Family members| “Father” changes course Intrinsic satisfaction in being loved and respected ‘Management by Relationship between employees Attitudes toward authority Ways of thinking and learning Attitudes towards people Ways of changing Ways of motivating and rewarding Management 

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STAGES OF SOCIALIZATION ‎Oe Ot cas‏ و سوه ‎* Ontstder ‎* Bakerkny phases ‎ ‎ 

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A MODEL OF ORGANIZATIONAL . Anticipatory socialization . Encounter 3. Change and acquisition Behavioral Socialized Affective Outcome: Outcomes Insider * Generally satisfied * Performs role * Internally motivated t assignments * Remains with work organization * High job involvemen' (Chath 0. 2X00, Orvertnterrd Detenen, Orterohy a Dot 

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MAYO CLINIC DECIPHERS ITS To decipher its culture and identify ways to reinforce it at the two newer sites, the Mayo Clinic retained an anthropologist who shadowed employees, joined physicians on patient visits, and posed as a patient to observe what happens in waiting rooms. See 

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MENTORING The process of forming and maintaining intensive and lasting developmental relationships between a variety of developers (i.e., people who provide career and psychosocial support) and a junior person Functions of Mentoring © Career Functions - Sponsorship - Exposure and visibility - Coaching - Protection - Challenging assignments © Psychosocial Functions - Role modeling - Acceptance and confirmation - Counseling - Friendship Chote @. CD00, Orgrenaernd Ortearer: Daversty of Debra 

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PHASES OF THE MENTORING _ ® Initiation ® Cultivation ® Separation | ® Redefinition 

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MERGING ORGANIZATIONAL CULTURES ل ‎-C)—-‏ سس Ocquired coxpody exebraves arquirtery تسس له عا متا ما بم‌فجی) ‎vrowilicg aquired Pica‏ Ook cultures cobiced toto ‏سی و‎ powposite mule Oeryey cowpacies rear separaie wits their puvet cathe i 1 

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STRENGTHENING ORGANIZATIONAL CULIURE ‏لوق‎ 55-5 ‏سس = 4 ات‎ ‏طبر ۰ ماود‎ LO cd 5 an ‏فلات‎ سب 

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A MODEL OF ETHICAL BEHAVIOR IN THE WORKPLACE Cultural Influences - Family ps - Education -Religion - Media/entertainment Individual لأأاهممومعه - ۳ - ‏وعبااج۷‎ ‎Organizational Influences ۵ Ethical - Ethical codes 00 3 | coc principles behavio - Organizational culture - History of r - Role models ‏کارت عبر ریات‎ - Perceived pressure for results - Gender - Rewards/punishment system Political/legal/ economic ‏لدم‎ ‎influences Ghote B. CD01, Ongena Deter. Deveroty of Deron, 

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GUIDELINES FOR BEHAVIOR AND ETHICS IN FOREIGN CULTURES: Cultural Imperialism “The sun never set on the British Empire” CING ACT A BALL NS Guiding Principles for a Middle Ground + Respect for core human values, which determine the absolute moral threshold for all business activities. + Respect for local traditions * The belief that context matters when deciding what is right and what is wrong. Chote @. CD00, Orgrenaernd Ortearer: Daversty of Debra Cultural Relativism “ When in Rome, do as the Romans do.” ۳۳ tal neon anny ‏ععة ممعط زبردينا مره‎ n ۱۳۵۲۸۵۴۱۵8۵۱ ۴ ‏وی‎ Cee ‏:ودعاحاهرط‎ ‎000 ۲۵ Pug ‏ان‎ ‏"هه عز‎ 0 

Gholipour A. 2011. Organizational Behavior. University of Tehran. Organizational Behavior: Culture Gholipour A. 2011. Organizational Behavior. University of Tehran. WHAT IS CULTURE? The word culture, from the Latin colo, -ere, with its root meaning "to cultivate“. Gholipour A. 2011. Organizational Behavior. University of Tehran. DEFINING CULTURE Philip Bock – What makes you a stranger when you’re away from home 2. Ruth Benedict – learned patterns 3. Charles Kraft – Complex, integrated coping mechanism 4. Bob Sjogren -- What makes us “us” and them “them” 1. Gholipour A. 2011. Organizational Behavior. University of Tehran. ORGANIZATIONAL CULTURE DEFINED The 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 organization. . Gholipour A. 2011. Organizational Behavior. University of Tehran. GEORGE MURDOCK’S 70 CULTURAL UNIVERSALS age-grading athletic sports bodily adornment calendar cleanliness training community organization cooking co-operative labor cosmology courtship dancing decorative art divination division of labor dream interpretation education eschatology ethics ethno-botany etiquette faith healing family feasting fire-making folklore food taboos funeral rites games gestures gift-giving government greetings hair styles hospitality Gholipour A. 2011. Organizational Behavior. University of Tehran. housing hygiene incest taboos inheritance rules joking kin groups kinship nomenclature language law luck / superstitions magic marriage mealtimes medicine obstetrics penal sanctions personal names population policy postnatal care pregnancy usages property rights propitiation of supernatural beings puberty customs religious ritual residence rules sexual restrictions soul concepts status differentiation surgery tool-making trade visiting weather control Weaving 9 CULTURAL UNIVERSAL S Gholipour A. 2011. Organizational Behavior. University of Tehran. 1. PLACE AND TIME 9 CULTURAL UNIVERSAL S Gholipour A. 2011. Organizational Behavior. University of Tehran. 2. FAMILY LIFE 9 CULTURAL UNIVERSAL S Gholipour A. 2011. Organizational Behavior. University of Tehran. 3. ECONOMICS 9 CULTURAL UNIVERSAL S • • • Note: “Drives” vs. culture Hunger is a basic human psycho-biological drive. How that hunger is satisfied involves all kinds of cultural things (what is eaten, how it is prepared, how it is eaten . . .). Gholipour A. 2011. Organizational Behavior. University of Tehran. 4. FOOD, CLOTHING, SHELTER AND TRANSPORTATION 9 CULTURAL UNIVERSAL S Gholipour A. 2011. Organizational Behavior. University of Tehran. 5. COMMUNICATION 9 CULTURAL UNIVERSAL S Gholipour A. 2011. Organizational Behavior. University of Tehran. 6. GOVERNMENT 9 CULTURAL UNIVERSAL S Gholipour A. 2011. Organizational Behavior. University of Tehran. 7. ARTS AND RECREATION 9 CULTURAL UNIVERSAL S Gholipour A. 2011. Organizational Behavior. University of Tehran. 8. EDUCATION 9 CULTURAL UNIVERSAL S Gholipour A. 2011. Organizational Behavior. University of Tehran. 9. QUEST FOR THE SUPERNATURAL CHARACTERISTICS OF CULTURE shared. Culture is learned. Culture is taken for granted. Culture is symbolic. Culture varies across time and place. 1. Culture is 2. 3. 4. 5. Gholipour A. 2011. Organizational Behavior. University of Tehran. CULTURE IS… Concrete We can observe cultural practices that define human experience. Abstract It is a way of thinking, feeling, believing, and behaving. Gholipour A. 2011. Organizational Behavior. University of Tehran. THEORETICAL PERSPECTIVES ON CULTURE Theory Culture…. Functionalism Integrates people into groups. Conflict Theory Serves interests of powerful groups. Gholipour A. 2011. Organizational Behavior. University of Tehran. THEORETICAL PERSPECTIVES ON CULTURE Theory Culture…. Symbolic Interaction Creates group identity from diverse cultural meanings. New Cultural Studies Is unpredictable and constantly changing. Gholipour A. 2011. Organizational Behavior. University of Tehran. ELEMENTS OF ORGANIZATIONAL CULTURE Artifacts •• •• •• •• Stories/legends Stories/legends Rituals/ceremonies Rituals/ceremonies Organizational Organizational language language Physical Physical structures/décor structures/décor Visible Shared values • Conscious beliefs • Evaluate what is good or bad, right or wrong Invisible Shared assumptions • Unconscious, taken-for-granted perceptions or beliefs • Mental models of ideals Gholipour A. 2011. Organizational Behavior. University of Tehran. (below the surface) AN ICEBERG AS AN ANALOGY OF CULTURE Gholipour A. 2011. Organizational Behavior. University of Tehran. ELEMENTS OF ORGANIZATIONAL CULTURE Artifacts of Organizational Culture Physical Structures Rituals/ Ceremonies Stories Language Gholipour A. 2011. Organizational Behavior. University of Tehran. LEVEL OF CULTURAL DEBATES National Culture Corporate Culture Professional Culture Gholipour A. 2011. Organizational Behavior. University of Tehran. NATIONAL VS. ORGANIZATIONAL CULTURE National culture  Broader  More complex  Influence org. culture  Primary and secondary socialization Organizational culture     Narrower Manageable Secondary socialization Subcultures IBUS 681, Dr. Yang Gholipour A. 2011. Organizational Behavior. University of Tehran. Values Across Cultures Power Distance Individualism-Collectivism Masculinity-Femininity Uncertainty Avoidance Long-Term - Short-Term Gholipour A. 2011. Organizational Behavior. University of Tehran. FOUR FUNCTIONS OF ORGANIZATIONAL CULTURE Organizational identity Sense-making device Organizational culture Social system stability Gholipour A. 2011. Organizational Behavior. University of Tehran. Collective commitment ORGANIZATIONAL CULTURE PROFILEO’REILLY ET AL (1991) Org Culture Dimensions Dimension Characteristics Innovation Experimenting, opportunity seeking, risk taking, few rules, low cautiousness Stability Predictability, security, rule-oriented Respect for people Fairness, tolerance Outcome orientation Action oriented, high expectations, results oriented Attention to detail Precise, analytic Team orientation Collaboration, people-oriented Aggressiveness Competitive, low emphasis on social responsibility Gholipour A. 2011. Organizational Behavior. University of Tehran. SOME UNDERLYING DIMENSIONS OF ORGANIZATIONAL CULTURE Dimension Questions to be answered 1. The organization’s relationship to its environment Does the organization perceive itself to be dominant, submissive, harmonizing, searching out a niche? 2. The nature of human activity 3. The nature of reality and truth Is it the “correct” way for humans to behave to be dominant/proactive, harmonizing, or passive/fatalistic? How do we define what is true and what is not true; and how is truth ultimately determined both in the physical and social world? IBUS 681, Dr. Yang Gholipour A. 2011. Organizational Behavior. University of Tehran. SOME UNDERLYING DIMENSIONS OF ORGANIZATIONAL CULTURE (CONT.) Dimension 4. The nature of time 5. The nature of human nature Questions to be answered What is our basic orientation in terms of past, present, and future, and what kinds of time units are most relevant for the conduct of daily affairs? Are humans basically good, neutral, or evil, and is human nature perfectible or fixed? IBUS 681, Dr. Yang Gholipour A. 2011. Organizational Behavior. University of Tehran. SOME UNDERLYING DIMENSIONS OF ORGANIZATIONAL CULTURE (CONT.) Dimension 6. The nature of human relationships 7. Homogeneity versus diversity Questions to be answered What is the “correct” way for people to relate to each other, to distribute power and affection? Is life competitive or cooperative? Is the best way to organize society on the basis of individualism or groupism? Is the best authority system autocratic/paternalistic or collegial/participative? Is the group best off if it is highly diverse or if it is highly homogeneous, and should individuals in a group be encouraged to innovate or conform? IBUS 681, Dr. Yang Gholipour A. 2011. Organizational Behavior. University of Tehran. THE DENISON MODEL Adaptability Pattern..Trends.. Market Translating the demands of the business environment into action “Are we listening to the marketplace?” Direction..Purpose..Blueprint Defining a meaningful long-term direction for the organization “Do we know where we are going?” Involvement Consistency Commitment..Ownership ..Responsibil ity Systems..Structures.. Processes Building human capability, ownership, and responsibility Defining the values and systems that are the basis of a strong culture “Are our people aligned and engaged?“ “Does our system create leverage?” Gholipour A. 2011. Organizational Behavior. University of Tehran. Do Organizations Have Uniform Cultures? Dominant Subcultures Culture Gholipour A. 2011. Organizational Behavior. University of Tehran. Core Values ORGANIZATIONAL SUBCULTURES Located throughout the organization Can support or oppose (countercultures) firm’s dominant culture Two functions of countercultures:   provide surveillance and evaluation source of emerging values . Gholipour A. 2011. Organizational Behavior. University of Tehran. HOW CULTURES FORM Top Management Philosophy of the Organization’s Founders Organizational Culture Selection Socialization Gholipour A. 2011. Organizational Behavior. University of Tehran. ATTRACTION-SELECTION-ATTRITION THEORY Organizations attract, select, and retain people with values and personality characteristics consistent with the organization’s character, resulting in a more homogeneous organization and a stronger culture    Attraction -- applicants self-select and weed out companies based on compatible values Selection -- Applicants selected based on values congruent with organization’s culture Attrition -- Employee quite or are forced out when their values oppose company values Gholipour A. 2011. Organizational Behavior. University of Tehran. BENEFITS OF STRONG CORPORATE CULTURES Social Control STRONG ORGANIZATIONA L CULTURE Social Glue Aids Sense-Making Gholipour A. 2011. Organizational Behavior. University of Tehran. PROBLEMS WITH STRONG CULTURES Culture content might be incompatible with the organization’s environment. Strong cultures focus attention on one mental model. Strong cultures suppress dissenting values from subcultures. Gholipour A. 2011. Organizational Behavior. University of Tehran. Stories Rituals Learning About Organizational Culture Language Material Symbols Gholipour A. 2011. Organizational Behavior. University of Tehran. EMBEDDING ORGANIZATIONAL CULTURE  Formal statements of organizational philosophy, mission, vision, values, and materials used for recruiting, selection and socialization  The design of physical space, work environments, and buildings  Slogans, language, acronyms, and sayings  Deliberate role modeling, training programs, teaching and coaching by managers and supervisors  Explicit rewards, status symbols (e.g., titles), and promotion criteria  Stories, legends, and myths about key people and events  The organizational activities, processes, or outcomes that leaders pay attention to, measure, and control  Leader reactions to critical incidents and organizational crises  The workflow and organizational structure  Organizational systems and procedures  Organizational goals and the associated criteria used for recruitment, selection, development, promotion, layoffs, and retirement of people Gholipour A. 2011. Organizational Behavior. University of Tehran. TYPES OF CULTURES CAMERON, K., & QUINN, R., (1999) The Clan Culture  A very friendly place to work where people share a lot of themselves. It is like an extended family. Gholipour A. 2011. Organizational Behavior. University of Tehran. TYPES OF CULTURES The Hierarchy Culture  Gholipour A. 2011. Organizational Behavior. University of Tehran. A very formalized structured place to work. Procedures govern what people do. TYPES OF CULTURES The Adhocracy Culture  A dynamic entrepreneurial, and creative place to work. People stick their necks out and take risks. Gholipour A. 2011. Organizational Behavior. University of Tehran. TYPES OF CULTURES The Market Culture  Gholipour A. 2011. Organizational Behavior. University of Tehran. A results oriented organization whose major concern is with getting the job done. People are competitive and goal-oriented. CHARACTERISTICS OF TROMPENAARS’ FOUR TYPES OF CORPORATE CULTURE Variables Guided Missile Family Eiffel Tower Incubator Relationship between employees Diffuse relationships to organic whole to which one is bonded Specific role in mechanical system of required interactions Specific tasks in cybernetic system targeted upon shared objectives Diffuse, spontaneous relationships growing out of shared creative process Attitudes toward authority Status is ascribed to parent figures who are close and powerful Status is ascribed to superior roles, which are distant yet powerful Status is achieved by project group members who contribute to targeted goals Status is achieved by individuals exemplifying creativity and growth Ways of thinking and learning Intuitive, holistic, lateral, and errorcorrecting Logical, analytical, vertical, and rationally efficient Problems centered, professional, practical, crossdisciplinary Process oriented, creative, an hoc, inspirational Attitudes towards people Family members Human resources Specialists and experts Co-creators Ways of changing “Father” changes course Change rules and procedures Shift aim as target moves Improvise and attune Ways of motivating and rewarding Intrinsic satisfaction in being loved and respected Promote to greater position, larger role Pay or credit for performance and problems solved Participating in the process of creating new realities Management Management by Management by Management by Management by STAGES OF SOCIALIZATION Pre-Employment Pre-Employment Stage Stage Encounter Encounter Stage Stage Role Role Management Management •• Outsider Outsider •• Newcomer Newcomer •• Insider Insider •• Gathering Gathering information information •• Testing Testing expectations expectations •• Changing Changing roles roles and and behavior behavior •• Forming Forming psychological psychological contract contract Gholipour A. 2011. Organizational Behavior. University of Tehran. •• Resolving Resolving conflicts conflicts A MODEL OF ORGANIZATIONAL SOCIALIZATION (CONT.) Outsider Phases 1. Anticipatory socialization 2. Encounter 3. Change and acquisition Behavioral Outcomes Socialized Insider • Performs role assignments • Remains with organization Gholipour A. 2011. Organizational Behavior. University of Tehran. • Spontaneously Affective Outcomes • Generally satisfied • Internally motivated to work • High job involvement MAYO CLINIC DECIPHERS ITS CULTURE Courtesy of the Mayo Clinic To decipher its culture and identify ways to reinforce it at the two newer sites, the Mayo Clinic retained an anthropologist who shadowed employees, joined physicians on patient visits, and posed as a patient to observe what happens in waiting rooms. Gholipour A. 2011. Organizational Behavior. University of Tehran. MENTORING The process of forming and maintaining intensive and lasting developmental relationships between a variety of developers (i.e., people who provide career and psychosocial support) and a junior person Functions of Mentoring  Career Functions - Sponsorship - Exposure and visibility - Coaching - Protection - Challenging assignments  Psychosocial Functions - Role modeling - Acceptance and confirmation - Counseling - Friendship Gholipour A. 2011. Organizational Behavior. University of Tehran. PHASES OF THE MENTORING Initiation Cultivation Separation Redefinition Gholipour A. 2011. Organizational Behavior. University of Tehran. MERGING ORGANIZATIONAL CULTURES Assimilation Acquired company embraces acquiring firm’s culture Deculturation Acquiring firm imposes its culture on unwilling acquired firm Integration Both cultures combined into a new composite culture Separation Merging companies remain separate with their own culture Gholipour A. 2011. Organizational Behavior. University of Tehran. STRENGTHENING ORGANIZATIONAL CULTURE Founders and leaders Selection and socialization Strengthening Organizational Culture Managing the cultural network Gholipour A. 2011. Organizational Behavior. University of Tehran. Culturally consistent rewards Stable workforce Organizational Influences - Ethical codes - Organizational culture - Role models - Perceived pressure for results - Rewards/punishment system Political/legal/ economic influences Gholipour A. 2011. Organizational Behavior. University of Tehran. at Ro Ex le ns pec t Cultural Influences - Family - Education -Religion - Media/entertainment io A MODEL OF ETHICAL BEHAVIOR IN THE WORKPLACE Individual - Personality - Values - Moral principles - History of reinforcement - Gender Ethical behavio r GUIDELINES FOR BEHAVIOR AND ETHICS IN FOREIGN CULTURES: A BALANCING ACT Cultural Relativism “ When in Rome, do as the Romans do.” Assumption: Each culture is right in its own way; there are no international or universal standards. Problems: • Morally inconsistent • Fosters “anything is okay” attitude. Guiding Principles Cultural for a Middle Imperialism Ground “The sun never set on the British Empire” • Respect for core human values, which determine the absolute moral threshold for all business activities. • Respect for local traditions • The belief that context matters when deciding what is right and what is wrong. Gholipour A. 2011. Organizational Behavior. University of Tehran. Assumption: People in all cultures should follow one set of behavioral and ethical standards. Problems: • Morally arrogant • Insensitivity to local cultural traditions and tastes.