Principles of Management. Mason Carpenter, Talya Bauer, and Berrin Erdogan

Transcription

1 Principles of Management Mason Carpenter, Talya Bauer, and Berrin Erdogan

2 Chapter Jupiterimages Corporation Organizational Culture Describe what organizational culture is and why it is important for an organization Understand the dimensions that make up a company s culture Assess whether a culture is weak or strong Understand factors that create culture Understand culture change

3 UNDERSTANDING ORGANIZATIONAL CULTURE The P-O-L-C Framework

4 WHAT IS ORGANIZATIONAL CULTURE? A of shared, values, and beliefs that show people what is and behavior It is related to the of the three facets comprising the P-O-L-C function of Organizing The culture of the organization is closely to organizational design

5 WHY DOES ORGANIZATIONAL CULTURE MATTER? An organization s culture may be one of its strongest assets or its biggest liability Organizational culture is an effective control mechanism dictating employee behavior Culture, or shared values within the organization, may be related to increased performance Organizations which have a rare and hard to imitate culture may enjoy a competitive advantage

6 THREE LEVELS OF ORGANIZATIONAL CULTURE

7 Basic assumptions lie below awareness. Assumptions are taken for granted, and reflect beliefs about human nature and reality At the second level, values exist. Values are shared principles, standards, and goals Artifacts are on the surface, or visible, tangible aspects of organizational culture

8 Discussion Why do companies need culture? Give an example of a company culture being a strength and also a weakness. In what ways does culture serve as a controlling mechanism? If assumptions are below the surface, why do they matter? Share examples of artifacts you have noticed at different organizations.

9 Which values characterize an organization s culture? Dimensions of Culture Organizational Culture Profile (OCP)

10 Innovative Cultures W. L. Gore Flexible Genentech Google Experiment with new ideas Adaptable

11 Bill Gates co-founder of Microsoft Microsoft has been described as having an aggressive culture

12 Outcomeoriented cultures A culture that emphasizes,, and as important values Stable Cultures Companies that are stable are, ruleoriented, and bureaucratic People-oriented cultures These organizations value, supportiveness, and individual rights

13 Southwest is a team-oriented culture Team-oriented cultures are collaborative and emphasize cooperation among employees 2010 Jupiterimages Corporation

14 The growth in the number of passengers flying with Southwest Airlines 1973 until 2007

15 Detail-oriented culture 2010 Jupiterimages Corporation A culture that is characterized in the OCP framework as emphasizing precision and paying attention to details

16 STRENGTH OF CULTURE Source: Walt Disney created a strong culture which survives today

17 Challenges of a Strong Culture Difficult to change Can be a liability during a merger as each separate culture must merge together

18 Discussion Think about an organization you are familiar with. Based on the dimensions of OCP, how would you characterize its culture? Out of the culture dimensions described, which dimension do you think would lead to higher levels of employee satisfaction and retention? Which one would be related to company performance? What are pros and cons of an outcome oriented culture? When bureaucracies were first invented, they were considered quite innovative. Do you think that different cultures are more or less effective at different points in time and in different industries? Why or why not? Can you imagine an effective use of subcultures within an organization?

19 Creating and Maintaining Organizational Culture

20 Founder Values and Preference The social activism of Ben and Jerry s was instilled in the company because founders strongly believed in these issues Social activism helped distinguish Ben and Jerry s from larger corporate brands Source: The values were retained as part of the corporate culture and taught to new members as the right way to do business

21 HOW ARE CULTURES MAINTAINED? attraction selection attrition onboarding

22 Learning Culture Through Onboarding The through which new employees learn the, knowledge, skills, and behaviors required to function within an organization

23 Onboarding Methods Use of formal orientation programs Mentoring by supervisors and coworkers Role modeling by visible leaders

24 Rewards Influence Culture Results?? Behaviors? The types of that are rewarded or ignored set the for the culture?

25 Visual elements of culture

26 Tradition is important at Mary Kay Cosmetics Pink Cadillacs are given to top performers at large annual events Source:

27 Discussion Do you think it is a good idea for companies to emphasize personorganization fit when hiring new employees? What advantages and disadvantages do you see when hiring people who fit with company values? What is the influence of company founders on company culture? Give examples based on your personal knowledge. What are the methods companies use to aid with employee onboarding? What is the importance of onboarding for organizations? What type of a company do you feel you would fit in? What type of a culture would be a misfit for you? In your past work experience, were there any moments when you felt that you did not fit in? Why? What is the role of physical layout as an indicator of company culture? What type of a physical layout would you expect from a company that is people oriented? Team oriented? Stable?

28 HOW DO CULTURES CHANGE?

29 Successful culture change requires managers to be proficient with all of the P-O-L-C functions Planning Organizing Leading Controlling 1. Vision & Mission 1. Organization Design 1. Leadership 1. Systems/Processes 2. Strategizing 3. Goals & Objectives 2. Culture 3. Social Networks 2. Decision Making 3. Groups/Teams 2. Strategic Human Resources 4. Motivation

30 Discussion Can new employees change a company s culture? If so, how? Are there any conditions under which change is not possible? If so, what would such conditions be? Have you ever observed a change process at an organization you were involved with? If so, what worked well and what didn t? What recommendations would you have for someone considering a major change of culture within their own organization?

31 DEVELOPING YOUR PERSONAL SKILLS: LEARNING TO FIT IN Do your research Observe the physical environment Read between the lines Listen to your gut Ask questions Reflect on how you are treated

32 Applying Onboarding in Your New Job Gather information Show success early on Manage your first impression Seek feedback Invest in relationship development

33 Discussion What clues does your college or school give about its culture? What are four things you could do today to learn more about an organization you are interested in? Imagine that your good friend is starting a new job next week. What recommendations would you give your friend to help him or her do a great job onboarding into the organization?