Diagnosing and Modifying Organizational Culture

Chapter 12
Diagnosing and Modifying

Organizational Culture
Management: A Skills Approach, 2/e

by Phillip L. Hunsaker 12-1
Copyright © 2005 Prentice-Hall
Learning Objectives
• Identify an Organization’s Culture

• Assess How a Person Fits into a
Specific Culture
• Instill Cultural Values and Norms in
Subordinates
• Make Appropriate Changes to an
Organization’s Culture
12-2
• The key characteristics that the
organization values and that
distinguish it from other
organizations.
12-3
Enculturation
• All successful managers and
employees must learn what to
do and what not to do in their
organizations.
12-4
Why is Culture Important?
• Even firms doing well on traditional
business criteria can stumble in
blending their corporate personalities.
12-5
Dimensions of Culture
1. Innovation and Risk Taking
2. Attention to Detail
3. Outcome Orientation
4. People Orientation
5. Team Orientation
6. Aggressiveness
7. Nonstability
12-6
Innovation and Risk Taking
• The degree that

employees are
encouraged to be
innovative and take
risks
12-7
Attention to Detail
• The degree that

employees are
expected to exhibit
precision, analysis,
and attention to
detail
12-8
Outcome Orientation
• The degree that

management
focuses on results
rather than process
used to produce
those results
12-9
People Orientation
• The degree that

management
decisions take into
account how people
in the organization
will be affected
12-10
Team Orientation
• The degree that

work is organized
around teams rather
than individuals
12-11
Aggressiveness
• The degree that

people are
aggressive and
competitive rather
than easygoing
12-12
Non-stability
• The degree that

organizational
activities emphasize
growth as opposed
to maintaining the
status quo
12-13
The Essence of Nordstrom’s
WELCOME TO NORDSTROM
We’re glad to have you with our Company.

Our number one goal is to provide
outstanding customer service.
Set both your personal and professional goals high.
We have great confidence in your ability to achieve them.
Nordstrom Rules
Rule #1: Use your good judgment in all situations.

There will be no additional rules.
Please feel free to ask your department manager, store
manager, or divisional general manager any questions at any
time. 12-14
Reasons to Strive for a Strong Culture
• They are associated with high
organizational performance.
• Increased employee commitment and
loyalty
• Yield a sustainable competitive
advantage
12-15
Where Does
Culture Come From?
• Founders hire and keep employees who
think and feel the way they do.
• Founders indoctrinate and socialize
these employees to their way of
thinking.
• Founders act as role models.
12-16
How is Culture Transmitted to
Employees?
• Stories
• Rituals
• Material Symbols
• Language
12-17
The Role of Subcultures
• Most organizations have a

dominant culture and
numerous sets of
subcultures.
12-18
How to Read an Organization’s
Culture
• Observe the physical surroundings
• Ask to sit in on a team meeting
• Listen to the language
• Note to whom you’re introduced and
how they act
• Ask different people the same
questions and compare their answers
• Get the views of outsiders
12-19
Four Types of Organizational Culture
Type Description
Academy Employees stay within a narrow specialty and are

promoted after they master a new job thoroughly.
Club Employees are trained as generalists and

promoted on the basis of seniority.
Baseball team Employees are rewarded for what they produce.

Risk-taking and innovation are highly valued.
Fortress Preoccupied with survival, these cultures reward

employees who can reverse the organization’s
sagging fortunes.
12-20
Sustaining a Culture
• Selection Practices
• Top Management’s Behavior
• Socialization
12-21
Conditions for Changing Culture
• A Dramatic Crisis
• Turnover in Leadership
• Young and Small
Organization
• Weak Culture
12-22
Changing the Culture
• Actions to Change Culture

• Do a Cultural Analysis
• Create Sense of Urgency
• Appoint a Visionary Change Agent
• Create Supporting Conditioning
Components
12-23

Diagnosing and Modifying Organizational Culture

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Diagnosing and Modifying Organizational Culture

Uploaded by

Copyright:

Available Formats

Chapter 12

Diagnosing and Modifying

Management: A Skills Approach, 2/e

• Identify an Organization’s Culture

• The degree that

• The degree that

• The degree that

• The degree that

• The degree that

• The degree that

• The degree that

We’re glad to have you with our Company.

Set both your personal and professional goals high.

We have great confidence in your ability to achieve them.

Rule #1: Use your good judgment in all situations.

• Most organizations have a

Academy Employees stay within a narrow specialty and are

Club Employees are trained as generalists and

Baseball team Employees are rewarded for what they produce.

Fortress Preoccupied with survival, these cultures reward

• Actions to Change Culture

You might also like