[조직행동론] Organizational Culture

조직행동론 Organizational Behavior

Chapter. Organizational Culture

• • 정의: the set of values, guiding beliefs, understandings, ways of thinking, and norms shared by members of an organization (people’s shared values)
  • 7 primary characteristics : innovation and risk taking , attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, stability
  • 기능
    • internal integration
    • external adaptationOrganizational culture
  • strength of organizational culture
  • • Breadth: number of cultural elements (values, beliefs, norms) on which there is agreement
    • Depth: degree of agreement among members about the importance of specific cultural values, beliefs, norms (i.e., how many people agree & how strongly)
  • healthy culture vs unhealthy culture
  • ethical culture vs unethical culture
  • Can organizational culture predict performance?

<Cultural elements>

• Question: Does the hidden manifest in the visible? Does the visible inform the hidden?
• hidden element : (더 중요함)
  • Values about what is important
  • Assumptions & beliefs about what is true
  • Attitudes toward others and issues
  • Norms about appropriate & inappropriate behavior
  • understanding partner’s organization’s culture is important
  • mis understanding of organization culture can lead to big mistake.
• visible elements (sort of communication tools)
  • symbols
    • things that stand for something else
    • material objects that hold cultural meaning
    • how symbols can be dysfunctional
      • How did the organization intend to use this symbol?
      • How was the symbol actually received?
      • What should the organization have done differently?
  • language&slogans
    • intended to convey cultural meaning to employees and/or stakeholders
    • easy to pick up, remember, and repeat
    • work smarter not harder : ibm의 슬로건
    • Many organizations and subunits within them use language to help members identify with the culture, attest to their acceptance of it, and help preserve it. Unique terms describe equipment, officers, key individuals, suppliers, customers, or products that relate to the business.
    • New employees may at first be overwhelmed by acronyms and jargon that, once assimilated, act as a common denominator to unite members of a given culture or subculture
  • rituals and ceremonies
    • Celebrations of an organization’s value
    • Provide dramatic examples of culture
    • Types of Rituals & Ceremonies
    • Passage: Facilitates transition into new role or status.
    • Enhancement: Increases social status
    • Renewal: Refurbishes and improves
    • Integration: Encourages common feelings
    • Rituals are repetitive sequences of activities that express and reinforce the key values of the organization—what goals are most important and/or which people are important versus which are expendable. 
    • Some companies have nontraditional rituals to help support the values of their cultures. Kimpton Hotels & Restaurants, one of Fortune's 100 Best Companies to Work For, maintains its customer-oriented culture with traditions like a Housekeeping Olympics that includes blindfolded bedmaking and vacuum races.
  • heroes
    • Company role models whose ideals, character, and support of the organizational culture highlight the values and norms a company wishes to reinforce
    • founder 스티브 잡스,, 등
  • stories
    • narrative examples repeated among employees to inform (often new) employees about culture
    • Stories: based on fact (unusual fact)
    • Legends: based on facts but embellished (unrealistic)
    • Myths: consistent with culture but not based on fact (주인공은 실제사람이아닐 수 있음 re created people)
    • When Henry Ford II was chairman of Ford Motor Company, you would have been hard pressed to find a manager who hadn't heard how he reminded his executives when they got too arrogant, "It's my name that's on the building." The message was clear: Henry Ford II ran the company. Today, a number of senior Nike executives spend much of their time serving as corporate storytellers.

<building learning culture>

• The “learning organization”:
  • promotes communication and collaboration so that everyone is engaged in identifying and solving problems, enabling the organization to continuously experiment, improve, and increase its capability
• knowledge management
  • Knowledge is a valuable asset
    • Competitive advantage (tacit vs. explicit knowledge) tacit vs explicit : tacit 은 적혀있어도 이해하기 어려운 것, explicit: 책에 적혀있는 요리법
    • Can far exceed physical/financial assets
    • Replacing a knowledge worker can cost 20-30 times that person’s salary (Peter Drucker)
    • Can be gaps when someone leaves
  • Chief Knowledge Officer? CKO
  • Knowledge Management: To enhance organizational performance by explicitly designing and implementing tools, processes, systems, structures and cultures to improve the creation, sharing and use of all types of knowledge that are critical for decision making
• cultural influences on knowledge
  • how can an organization build an effective learning c ultrue?
    • culture can impede or enhance knowledge creation, sharing, leverage
  • Shapes assumptions about which knowledge is important
    • Industry specific
      • Creative knowledge in advertising
      • Process knowledge in manufacturing
    • Subcultures can exist
      • Accounting point of view
      • Engineering point of view
• assessment: knowledge management
  • leadership
  • culture/structure
  • processes
  • explicit knowledge
  • tacit knowledge
  • knowledge hubs and centers
  • market leverage
  • measure
  • people skills
  • technological infrastructure