Organizational Behavior (Culture)
اسلاید 1: Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 2: Gholipour A. 2011. Organizational Behavior. University of Tehran.Organizational Behavior: Culture
اسلاید 3: 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.
اسلاید 4: Defining culture Philip Bock – What makes you a stranger when you’re away from homeRuth Benedict – learned patternsCharles Kraft – Complex, integrated coping mechanismBob Sjogren -- What makes us “us” and them “them”Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 5: Organizational Culture DefinedThe 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.
اسلاید 6: age-gradingathletic sportsbodily adornmentcalendarcleanliness trainingcommunity organizationcookingco-operative laborcosmologycourtshipdancingdecorative artdivinationdivision of labordream interpretationeducationeschatologyethicsethno-botanyetiquettefaith healingfamily feastingfire-makingfolklorefood taboosfuneral ritesgamesgesturesgift-givinggovernmentgreetingshair styleshospitalityhousinghygieneincest taboosinheritance rulesjokingkin groupskinship nomenclaturelanguagelawluck / superstitionsmagicmarriagemealtimesmedicineobstetricspenal sanctionspersonal namespopulation policypostnatal carepregnancy usagesproperty rightspropitiation of supernatural beingspuberty customsreligious ritualresidence rulessexual restrictionssoul conceptsstatus differentiationsurgerytool-makingtradevisitingweather control WeavingGeorge Murdock’s 70 cultural universalsGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 7: 1. Place and time9 cultural universalsGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 8: 2. Family life9 cultural universalsGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 9: 3. Economics9 cultural universalsGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 10: 4. Food, clothing, shelter and transportationNote: “Drives” vs. cultureHunger 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 . . .).9 cultural universalsGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 11: 5. Communication9 cultural universalsGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 12: 6. Government9 cultural universalsGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 13: 7. Arts and recreation9 cultural universalsGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 14: 8. Education9 cultural universalsGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 15: 9. Quest for the supernatural9 cultural universalsGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 16: Characteristics of CultureCulture is shared. Culture is learned.Culture is taken for granted.Culture is symbolic.Culture varies across time and place. Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 17: Culture is…ConcreteWe can observe cultural practices that define human experience.AbstractIt is a way of thinking, feeling, believing, and behaving.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 18: Theoretical Perspectives on CultureGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 19: Theoretical Perspectives on CultureGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 20: Elements of Organizational CultureVisible•Unconscious, taken-for-granted perceptions or beliefs•Mental models of idealsShared assumptions•Conscious beliefs•Evaluate what is good or bad, right or wrongShared valuesArtifacts•Stories/legends•Rituals/ceremonies•Organizational language•Physical structures/décorInvisible(below the surface)Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 21: An iceberg as an analogy of cultureGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 22: Elements of Organizational CulturePhysical StructuresRituals/ CeremoniesStoriesLanguageArtifacts ofOrganizationalCultureOrganizationalCultureGholipour A. 2011. Organizational Behavior. University of Tehran.BeliefsValuesAssumptions
اسلاید 23: Level of Cultural DebatesNational CultureCorporate CultureProfessional CultureGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 24: National Vs. Organizational Culture IBUS 681, Dr. YangNational cultureBroader More complexInfluence org. culturePrimary and secondary socializationOrganizational cultureNarrowerManageable Secondary socializationSubculturesGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 25: Values Across CulturesPower DistanceIndividualism-CollectivismMasculinity-FemininityUncertainty AvoidanceLong-Term - Short-TermGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 26: Four Functions of Organizational CultureOrganizationalcultureSense-makingdeviceOrganizationalidentitySocial systemstabilityCollectivecommitmentGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 27: Organizational Culture Profile- O’Reilly et al (1991) Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 28: Some Underlying Dimensions of Organizational CultureDimensionQuestions to be answeredThe organization’s relationship to its environmentThe nature of human activityThe nature of reality and truthDoes the organization perceive itself to be dominant, submissive, harmonizing, searching out a niche?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. YangGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 29: IBUS 681, Dr. YangDimension Questions to be answered4. The nature of time5. The nature of human natureWhat 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?Some Underlying Dimensions of Organizational Culture (cont.)Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 30: Dimension Questions to be answered6. The nature of human relationships7. Homogeneity versus diversityWhat 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?Some Underlying Dimensions of Organizational Culture (cont.)IBUS 681, Dr. YangGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 31: AdaptabilityPattern..Trends..MarketTranslating the demands of the business environment into action“Are we listeningto the marketplace?”Direction..Purpose..BlueprintDefining a meaningful long-term direction for the organization“Do we know where we are going?”Involvement Commitment..Ownership ..Responsibility Building human capability, ownership, and responsibility “Are our people alignedand engaged?“Consistency Systems..Structures.. Processes Defining the valuesand systems that are the basis of a strong culture“Does our system create leverage?”The Denison ModelGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 32: Do Organizations Have Uniform Cultures?CoreValuesSubculturesDominantCultureGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 33: Organizational Subcultures Located throughout the organizationCan support or oppose (countercultures) firm’s dominant cultureTwo functions of countercultures:provide surveillance and evaluationsource of emerging values.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 34: Philosophyof the Organization’sFoundersOrganizationalCultureSelectionTopManagementSocializationGholipour A. 2011. Organizational Behavior. University of Tehran.How Cultures Form
اسلاید 35: Attraction-Selection-Attrition TheoryOrganizations 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 cultureAttraction -- applicants self-select and weed out companies based on compatible valuesSelection -- Applicants selected based on values congruent with organization’s cultureAttrition -- Employee quite or are forced out when their values oppose company valuesGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 36: Benefits of Strong Corporate CulturesStrongOrganizationalCultureSocial ControlAids Sense-MakingSocial GlueGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 37: Problems with Strong CulturesCulture 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.
اسلاید 38: Learning AboutOrganizational CultureRitualsMaterialSymbolsLanguageStoriesGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 39: Embedding Organizational CultureFormal statements of organizational philosophy, mission, vision, values, and materials used for recruiting, selection and socializationThe design of physical space, work environments, and buildingsSlogans, language, acronyms, and sayingsDeliberate role modeling, training programs, teaching and coaching by managers and supervisorsExplicit rewards, status symbols (e.g., titles), and promotion criteriaStories, legends, and myths about key people and eventsThe organizational activities, processes, or outcomes that leaders pay attention to, measure, and controlLeader reactions to critical incidents and organizational crisesThe workflow and organizational structureOrganizational systems and proceduresOrganizational goals and the associated criteria used for recruitment, selection, development, promotion, layoffs, and retirement of peopleGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 40: Types of Cultures Cameron, K., & Quinn, R., (1999) The Clan CultureA 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.
اسلاید 41: Types of CulturesThe Hierarchy CultureA very formalized structured place to work. Procedures govern what people do.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 42: The Adhocracy CultureA dynamic entrepreneurial, and creative place to work. People stick their necks out and take risks.Types of CulturesGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 43: The Market CultureA results oriented organization whose major concern is with getting the job done. People are competitive and goal-oriented.Types of CulturesGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 44: Characteristics of Trompenaars’ Four Types of Corporate Culture
اسلاید 45: Stages of SocializationRole ManagementInsiderChanging roles and behaviorResolving conflictsEncounter StageNewcomerTesting expectationsPre-Employment StageOutsiderGathering informationForming psychological contractGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 46: A Model of Organizational Socialization (cont.)Phases1. Anticipatory socialization2. Encounter3. Change and acquisitionOutsiderSocialized Insider Behavioral Outcomes Performs role assignments Remains with organization Spontaneously innovates and cooperates Affective Outcomes Generally satisfied Internally motivated to work High job involvementGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 47: Mayo Clinic Deciphers its CultureTo 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. Courtesy of the Mayo ClinicGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 48: MentoringFunctions of MentoringCareer Functions - Sponsorship - Exposure and visibility - Coaching - Protection - Challenging assignmentsPsychosocial Functions - Role modeling - Acceptance and confirmation - Counseling - FriendshipThe 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 personGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 49: InitiationCultivationSeparationRedefinitionPhases of the MentoringGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 50: Merging Organizational CulturesAssimilationDeculturationAcquired company embraces acquiring firm’s cultureAcquiring firm imposes its culture on unwilling acquired firmIntegrationBoth cultures combined into a new composite cultureSeparationMerging companies remain separate with their own cultureGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 51: Strengthening Organizational CultureStrengtheningOrganizationalCultureFounders and leadersCulturallyconsistentrewardsStableworkforceSelectionandsocializationManaging theculturalnetworkGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 52: A Model of Ethical Behavior in the WorkplaceCultural Influences- Family- Education-Religion- Media/entertainmentOrganizational Influences- Ethical codes- Organizational culture- Role models- Perceived pressure for results- Rewards/punishment systemIndividual- Personality- Values- Moral principles- History ofreinforcement- GenderPolitical/legal/economicinfluencesEthical behaviorRole ExpectationsGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 53: Guidelines for Behavior and Ethics in Foreign Cultures: A Balancing ActCultural Relativism“ When in Rome, do as the Romans do.”Guiding Principles for a Middle Ground Cultural Imperialism“The sun never set on the British Empire”Assumption: Each culture is right in its own way; there are no international or universal standards.Problems:• Morally inconsistent• Fosters “anything is okay” attitude.• 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.Assumption: People in all cultures should follow one set of behavioral and ethical standards.Problems:• Morally arrogant• Insensitivity to local cultural traditions and tastes.Gholipour A. 2011. Organizational Behavior. University of Tehran.
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