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Chapter 18. Organizational Culture and Cultural Diversity. Learning Objectives. Describe the elements of a culture. Compare and contrast four types of organizational culture. Discuss several types of subcultures that may exist in organizations.
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Chapter 18 Organizational Culture and Cultural Diversity
Learning Objectives • Describe the elements of a culture. • Compare and contrast four types of organizational culture. • Discuss several types of subcultures that may exist in organizations. • Describe several activities for successfully managing diversity.
The Elements Of A Culture A culture is the unique pattern of shared assumptions, values, and norms that shape the socialization, symbols, language, narratives, and practices of a group of people. • Shared assumptions are the underlying thoughts and feelings that members of a culture take for granted and believe to be true. • A value is a basic belief about something that has considerable importance and meaning to individuals and is stable over time. • Norms are rules that govern the behaviors of group members.
The Elements Of A Culture (cont.) • Socialization is a process by which new members are brought into a culture. • A symbol is anything visible that can be used to represent an abstract shared value or something having special meaning. • Language is a shared system of vocal sounds, written signs, and/or gestures used to convey special meanings among members of a culture. • Narratives are the unique stories, sagas, legends, and myths in a culture. • Shared practices • Taboos are culturally forbidden behaviors. • Ceremonies are elaborate and formal activities designed to generate strong feelings.
Types of Organizational Cultures(adapted from Figure 18.2) Flexible Entrepreneurial Culture Clan Culture Formal Control Orientation Bureaucratic Culture Market Culture Stable Internal External Focus of Attention
Subcultures Within Organizations • An organizational subculture exists when assumptions, values, and norms are shared by some—but not all—organizational members.
Why Many Organizations Have Subcultures • The organization was created from a merger or acquisition.
Reasons for M&A Failures (adapted from Figure 18.3) Inability to manage target business Clash of management styles/egos Inability to implement change in new organization Reason for merger failure Synergies were overstated Incompatible cultures 0 10 20 30 40 50 60 Percent Percent of executives who state reason as primary explanation for merger failures
Why Many Organizations Have Subcultures (cont.) • Departments and divisions within the organization have their own subcultures. • Occupational subcultures • Geographically based subcultures • Subcultures created by managers • Positive cultures are created by managers who: • recognize personal milestones, such as birthdays and employment anniversaries; • hold public celebrations for professional achievements; • sponsor picnics and parties; and • listen to their employees and recognize the efforts they put into work.
Why Many Organizations Have Subcultures (cont.) • A diverse workforce creates subcultures • Workforce demographics • Ethnicity • Age • Gender and other demographics
Managing Cultural Diversity • Cultural diversity encompasses the full mix or the cultures and subcultures to which members of the workforce belong.
What Companies Cover in Diversity Initiatives(adapted from Figure 18.4) Language Religion Sexual orientation Disability Areas of coverage Age Gender Race/ethnicity 0 20 40 60 80 100 Percent Percentage of companies with programs
Managing Cultural Diversity (cont.) • Organization goals for managing cultural diversity include: • legal compliance, • creating a positive culture for employees, and • creating economic value.
The Process Of Change • Diagnosis - Before managers begin to design new approaches to managing diversity they must understand how current practices affect the amount and nature of diversity. • Vision - Leaders must formulate and articulate a clear vision to persuade others to join them. • Involvement - For the plan to be effective, those who are affected must buy into it. • Timing - Planned organization change usually follows an evolutionary—not revolutionary—path.
Diversity Training • Awareness training is designed to provide accurate information about the many subcultures present in the organization. • Harassment training is aimed at ensuring that employees understand the meaning of harassment and the actions the company will take when someone complains of being harassed.
Growth in Prevalence of Work/Family Benefits(adapted from Figure 18.5) Onsite child care 2002 1998 Adoption assistance Bring child to work in emergency Type of benefit Compressed workweek Family leave beyond legal requirement Flextime 0 10 20 30 40 50 60 70 Percentage U.S. firms offering benefit
Organization Change Challenges • Managing the reactions of the members of the dominate culture, who may feel that they have lost some of the power the previously had. • Synthesizing the diversity of opinions form individuals and using them as the basis for reaching meaningful agreement on issues. • Avoiding real and perceived tokenism and quota systems that can help the organization achieve its quantitative goals but can be destructive to developing a positive culture.
