صفحه 1:
RW.
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بح ينين
صفحه 2:
صفحه 3:
WHAT IS CULTURE?
© The word culture, from the Latin colo, -ere,
with its root meaning "to cultivate”.
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صفحه 4:
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
صفحه 5:
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
صفحه 6:
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
صفحه 7:
UNIVERSAL
صفحه 8:
UNIVERSAL
صفحه 9:
210۵1
UNIVERSAL
Chery B. COD, Orpen Drtearer. Deserty Deron,
صفحه 10:
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
صفحه 11:
UNIVERSAL
5 . COMMUNICATION
SS ee
صفحه 12:
9 0 17
UNIVERSAL
صفحه 13:
210۵1
UNIVERSAL
5 . ARTS AND RECREATION
Chery B. COD, Orpen Drtearer. Deserty Deron,
صفحه 14:
9 0 17
UNIVERSAL
صفحه 15:
9 CULTURAL
UNIVERSAL 9. QUEST FOR THE
SUPERNATURAL
Chery B. COD, Orpen Drtearer. Deserty Deron,
صفحه 16:
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.
صفحه 17:
CULTURE IS...
® Concrete
OWe can observe cultural practices
that define human experience.
© Abstract
Olt is a way of thinking, feeling,
believing, and behaving,
صفحه 18:
THEORETICAL PERSPECTIVES ON CULTURE
Covi evry Gerves interests ve
eee
صفحه 19:
THEORETICAL PERSPECTIVES ON CULTURE
صفحه 20:
لاه لس +
——
ات |
عن recht ول سا ماس ۰
wen
صفحه 21:
AN ICEBERG AS AN
ANALOGY OF CULTURE
صفحه 22:
ELEMENTS OF ORGANIZATIONAL
CULTURE
Phyigales
cBiaAMies
Stories
Language
Ghote B. CD01, Ongena Detearer. Devers of Deron,
صفحه 23:
LEVEL OF CULTURAL DEBATES
® National Culture
© Corporate Culture 1
°® Professional Culture ۱ ۱
صفحه 24:
NATIONAL VS. ORGANIZATIONAL CULTURE
© National culture ٠ Organizational
° Broader ' culture
© More complex | © Narrower
© Manageable
© Secondary
socialization
© Subcultures
© Influence org. culture
© Primary and secondary
socialization
صفحه 25:
7 ا ا ل
1
Uncertainty Avoidance
Long-Term - Short-Term
] 2D, Oryrtraened Detar. Daversny of Debrer,
صفحه 26:
FOUR FUNCTIONS OF
ORGANIZATIONAL CULTURE
identity
Sense-making Organizational Collective
ea) ۹۱۹ حكليتك
“TSE EST
Chote @. CD00, Orgrenaernd Ortearer. Daveraty of Debra
صفحه 27:
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
صفحه 28:
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?
صفحه 29:
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
صفحه 30:
(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
صفحه 31:
THE DENISON
a ۷۲0191۳]
2
صفحه 32:
"Have Uniform Cultures?
صفحه 33:
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
صفحه 34:
HOW CULTURES FORM
امهمننهعنصه و0
Culture
83۱۵9۳۱۰۵۵۹
2
22
ل ا
صفحه 35:
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
صفحه 36:
BENEFITS OF STRONG
CORPORATE CULTURES
STRONG
ORGANIZATIONA
L
CULTURE
صفحه 37:
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
صفحه 38:
Learning About
Organizational
Culture
7 ار we
صفحه 39:
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
صفحه 40:
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.
صفحه 41:
TYPES OF CULTURES
© The Hierarchy
Culture
© A very formalized
structured place to
work. Procedures
govern what people
do.
SS ee
صفحه 42:
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
صفحه 43:
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,
صفحه 44:
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
صفحه 45:
STAGES OF SOCIALIZATION
Oe Ot cas و
سوه
* Ontstder
* Bakerkny
phases
صفحه 46:
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
صفحه 47:
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
صفحه 48:
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
صفحه 49:
PHASES OF THE MENTORING
_ ® Initiation
® Cultivation
® Separation |
® Redefinition
صفحه 50:
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
صفحه 51:
STRENGTHENING ORGANIZATIONAL
CULIURE
لوق 55-5
سس = 4 ات
طبر ۰ ماود
LO cd 5
an فلات
سب
صفحه 52:
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,
صفحه 53:
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
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