1 / 14

ORGANIZATIONAL

CULTURE DESIGN. ORGANIZATIONAL. CULTURE. Culture – a shared set of beliefs and values which guide behavior and decision making of members of an organization Culture … Shapes attitudes, Reinforces common beliefs, Directs behavior, Establishes performance expectations, and

zeki
Télécharger la présentation

ORGANIZATIONAL

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. CULTURE DESIGN ORGANIZATIONAL

  2. CULTURE • Culture – a shared set of beliefs and values which guide behavior and decision making of members of an organization • Culture … • Shapes attitudes, • Reinforces common beliefs, • Directs behavior, • Establishes performance expectations, and • Motivates individuals

  3. CULTURE • Studies show a strong culture impacts organizational long-term results. • Strong cultures which are clear, well defined and widely shared discourage dysfunctional (unethical) behavior and encourage positive behaviors. • Weak cultures are those with ill defined values, not widely shared or unclear.

  4. CULTURAL TYPES • Observable culture: behavior seen by employees and non-employees upon general observation • Core culture: deep seated behaviors not observed by the public but understood by employees • Strong cultures have both; weak cultures might not have either

  5. DIMENSIONS OF CULTURE • Studies indicate 7 key dimensions of culture: • Attention to detail • Outcome orientation • People orientation • Team orientation • Aggressiveness • Stability • Innovation & Risk Taking

  6. ATTENTION TO DETAIL • The degree to which employees are expected to exhibit precision, analysis and attention to detail. • Organizations might be low on this dimension believing “close is good enough.” • Other organizations might be high on this dimension where every detail has to be considered and perfection is expected

  7. OUTCOME ORIENTATION • Degree to which managers focus on results or outcome rather than how outcomes are achieved. • Organizations might be low on this scale believing the end does not justify the means. • Organizations might be high on this scale indicating the only thing which matters is getting the job done/success.

  8. PEOPLE ORIENTATION • Degree to which management decisions take into account the effects on people in the organization. • Organizations low on this dimension do not care about the impact on people. • Organizations high on this dimension will often trade accept lower results rather than adversely impact people.

  9. TEAM ORIENTATION • Degree to which work is organized around teams rather than individuals. • Organizations high on this attribute are strong believers in “team work.” • Organizations low on this dimension prefer individual performance.

  10. AGGRESSIVENESS • Degree to which employees are aggressive and competitive rather than cooperative. • Organizations high on this dimension witness much internal competitiveness, infighting and lack sharing of information. • Organizations low on this attribute are generally passive in behavior, very cooperative and supportive of each other.

  11. STABILITY • Degree to which organizational decisions and actions emphasize maintaining the status quo. • Organizations high on this dimension prefer not to “rock the boat” and tend to leave things the way they are (“we have always done it this way.”) • Organizations low on this attribute generally are always looking for new ways, processes and different ways to perform or succeed.

  12. INNOVATION & RISK TAKING • Degree to which employees are encouraged to be innovative and to take risks. • Organizations high on this attribute are groundbreakers, first ones to try something new, inventive and experimenting. • Organizations low on this dimension prefer others take the lead (and risk failure) and generally prefer to follow, not lead.

  13. CULTURE CREATION • Leadership, at all levels, are responsible for building and maintaining a strong culture • Leadership action and behaviors more critical than words … “what you do speaks louder than what you say”

  14. ORGANIZATIONAL DESIGN • Contemporary organizations show the following characteristics: • Less bureaucratic, trending to adaptive, • Flatter with fewer managers rather than vertical (more layers) with more managers, • Structure following strategy (evolving as strategies change), • Continuous improvement via reengineering and/or benchmarking.

More Related