8: Organizational Culture
- Page ID
- 24375
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\(\newcommand{\avec}{\mathbf a}\) \(\newcommand{\bvec}{\mathbf b}\) \(\newcommand{\cvec}{\mathbf c}\) \(\newcommand{\dvec}{\mathbf d}\) \(\newcommand{\dtil}{\widetilde{\mathbf d}}\) \(\newcommand{\evec}{\mathbf e}\) \(\newcommand{\fvec}{\mathbf f}\) \(\newcommand{\nvec}{\mathbf n}\) \(\newcommand{\pvec}{\mathbf p}\) \(\newcommand{\qvec}{\mathbf q}\) \(\newcommand{\svec}{\mathbf s}\) \(\newcommand{\tvec}{\mathbf t}\) \(\newcommand{\uvec}{\mathbf u}\) \(\newcommand{\vvec}{\mathbf v}\) \(\newcommand{\wvec}{\mathbf w}\) \(\newcommand{\xvec}{\mathbf x}\) \(\newcommand{\yvec}{\mathbf y}\) \(\newcommand{\zvec}{\mathbf z}\) \(\newcommand{\rvec}{\mathbf r}\) \(\newcommand{\mvec}{\mathbf m}\) \(\newcommand{\zerovec}{\mathbf 0}\) \(\newcommand{\onevec}{\mathbf 1}\) \(\newcommand{\real}{\mathbb R}\) \(\newcommand{\twovec}[2]{\left[\begin{array}{r}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\ctwovec}[2]{\left[\begin{array}{c}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\threevec}[3]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\cthreevec}[3]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\fourvec}[4]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\cfourvec}[4]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\fivevec}[5]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\cfivevec}[5]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\mattwo}[4]{\left[\begin{array}{rr}#1 \amp #2 \\ #3 \amp #4 \\ \end{array}\right]}\) \(\newcommand{\laspan}[1]{\text{Span}\{#1\}}\) \(\newcommand{\bcal}{\cal B}\) \(\newcommand{\ccal}{\cal C}\) \(\newcommand{\scal}{\cal S}\) \(\newcommand{\wcal}{\cal W}\) \(\newcommand{\ecal}{\cal E}\) \(\newcommand{\coords}[2]{\left\{#1\right\}_{#2}}\) \(\newcommand{\gray}[1]{\color{gray}{#1}}\) \(\newcommand{\lgray}[1]{\color{lightgray}{#1}}\) \(\newcommand{\rank}{\operatorname{rank}}\) \(\newcommand{\row}{\text{Row}}\) \(\newcommand{\col}{\text{Col}}\) \(\renewcommand{\row}{\text{Row}}\) \(\newcommand{\nul}{\text{Nul}}\) \(\newcommand{\var}{\text{Var}}\) \(\newcommand{\corr}{\text{corr}}\) \(\newcommand{\len}[1]{\left|#1\right|}\) \(\newcommand{\bbar}{\overline{\bvec}}\) \(\newcommand{\bhat}{\widehat{\bvec}}\) \(\newcommand{\bperp}{\bvec^\perp}\) \(\newcommand{\xhat}{\widehat{\xvec}}\) \(\newcommand{\vhat}{\widehat{\vvec}}\) \(\newcommand{\uhat}{\widehat{\uvec}}\) \(\newcommand{\what}{\widehat{\wvec}}\) \(\newcommand{\Sighat}{\widehat{\Sigma}}\) \(\newcommand{\lt}{<}\) \(\newcommand{\gt}{>}\) \(\newcommand{\amp}{&}\) \(\definecolor{fillinmathshade}{gray}{0.9}\)- 8.1: Organizational Culture
- This page highlights organizational culture's significance in shaping an organization's identity and actions. It covers culture's dimensions, creation, maintenance processes, drivers of cultural change, and management skills. By grasping these elements, managers can enhance effectiveness by recognizing the subtle influences on organizational dynamics, similar to how water affects fish behavior.
- 8.2: Case in Point: Google Creates Unique Culture
- This page outlines the evolution of Google, founded by Larry Page and Sergey Brin in 1996, into the leading search engine. Its success is attributed to a strong focus on user experience, a distinctive work culture, and innovation. High employee satisfaction is linked to generous perks and collaborative practices. However, as Google scales and faces scrutiny, it encounters challenges in maintaining its startup-like culture.
- 8.3: Understanding Organizational Culture
- This page discusses organizational culture as a system of shared beliefs that influences employee behavior and performance. It includes three levels: basic assumptions, values, and visible artifacts. Understanding these elements enables managers to shape behavior and design effective organizations. Strong cultures can boost performance, while misaligned cultures may obstruct success and adaptability.
- 8.4: Measuring Organizational Culture
- This page analyzes organizational culture through the OCP framework, classifying it into various types and illustrating them with examples from companies like W. L. Gore and Starbucks. It discusses the complexities of cultural shifts, using Home Depot and the Daimler-Chrysler merger as case studies, and addresses the challenges associated with strong cultures and the presence of subcultures.
- 8.5: Creating and Maintaining Organizational Culture
- This page emphasizes the importance of structured onboarding programs that integrate new employees into an organization's culture, enhancing acceptance, performance, and job satisfaction. It discusses the roles of orientation, mentorship, feedback-seeking, and relationship-building in cultural integration, alongside how rituals, policies, and environment reflect and reinforce company values.
- 8.6: Creating Culture Change
- This page outlines the intricate process of organizational culture change, emphasizing its resistance due to established values and history. It identifies six essential steps for effective change: instilling urgency, shifting leadership, modeling behaviors, offering training, modifying reward systems, and creating new narratives. The text underscores the critical role of effective management in navigating culture change to maintain competitiveness in a dynamic environment.
- 8.7: Developing Your Personal Skills: Learning to Fit In
- This page provides strategies for understanding company culture pre-employment and enhancing onboarding success post-hiring. It advises researching the company, observing the work environment, and evaluating treatment during recruitment. Key onboarding tips include information gathering, managing first impressions, building relationships, seeking feedback, and demonstrating early achievements.