Organizational Culture

Table of Contents

• Introduction
• In Search of a Definition
• Competing Views on Organizational Culture
• How Can We Study Organizational Culture?
• Organizational Culture and HRM: a Reprise
• Conclusion

Introduction

• Use of O.C. generates commitment to the organization and its values
• O.C. will have an impact on employee's behavior
• Organizations look for people who are considered to "fit" in with the culture
• Management of O.C. is seen as a potential source of competitive advantage

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• What is Organizational Culture?
• How can we study it?
• What role does Organizational Culture play in organizational success?

In Search of a Definition

• Often the terms "Organizational Culture" and "Corporate Culture" may be used interchangeably
• O.C. = Something an organization is
• C.C. = Something an organization has
• Lately attention has been put on how the use of culture can unlock the commitment and enthusiasm of employees

Competing Views on O.C.

• Optimists: Can be used as a mechanism to facilitate unity and cohesion
• Pessimists: Is located at the deepest level of human consciousness; seek to develop the "explanatory power of the culture concept"
• Realists: Recognize that potentially culture can be changed; advocate fuller explorations

How Can We Study O.C.?

• Visible Manifestations: Artefacts and creations that construct physical and social environment
• Values, Beliefs and Attitudes: Characteristics with which actions and behavior are justified
• Deepest Level of Basic Underlying Assumptions: Impacts member's perceiving, thinking and feeling

How Can We Study O.C.?

• Corporate objects, architecture, identity and symbols: Provide a visible and manifest way > Mission
• Language and Metaphors: aim to construct a common understanding in organizations

How Can We Study O.C.?

• Stories, Myths, Heroes and History: transmit and exemplify cultural core values
• Norms of behavior, values, beliefs and attitudes: to generate more engagement and foster social cohesion > Smile Supervisors

Culture & Performance

• The so-called strong culture thesis
• A reverse relationship between culture & performance
• A contingent view of culture
• The need for adaptive cultures

O.C. and HRM : A Reprise

• First, recruit employees, suitable to O.C.
• Then, period of induction and socialization > T&D
• Rewarding those who have internalized the values
• Consideration of potential contradictions and dilemmas
• Need for complex & sensitive change programs

Conclusion

• Different views capture the evolving nature of the debate about culture
• Nature of organization and employment status are likely to impact the immersion of employees in the basics assumptions of organizations

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Activities

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• Explicate the difference between "Corporate Culture" and "Orgainzational Culture".
• Describe the competing views on Organizational Culture.
• Asses to what extend HRM is influenced by Organizational Culture.