Culture in management context

1. The general pattern of behavior, shared beliefs and
values that members of an organization have in
common.
(KeithDavis)
A pattern of basic assumptions – invented, discovered, or
developed by a given group as it learns to cope with its
problems of external adaptationand internal integration
Observed behavior Regularities
Norms
Dominant Values
Philosophy
Rules
OrganizationalClimates
A dominant culture is a set of values shared by a
majorityof the organization’s members.
A sub culture is a set of values shared by a minority
of the organization’s members
A strong culture is one where the core values are
widely shared and intensely held.
Sharedness:
The degree to which organizationalmembers have
the same core values.
Intensity:
The degree of commitment of the organizational
members to the core values.
•Createsdistinctionsbetween one organization and others
•Conveys sense of identity for organizationmembers
•Facilitatesthe generation of commitment
•Enhancessocial system stability
•Serves as a sense-making and control mechanism
•Provides a sense of security to employees
•Ensuresthat everyone in the organizationis pointed in the same
direction
•Increasesthe consistencyof employee behavior
•Ensuresthat everyone in the organizationis pointed in the same
direction
•Increasesthe consistencyof employee behavior
•Establishingformal statement of organizationalphilosophy
•Establishingcriteria for recruitment and selectionof new staff
•Ensuringappropriate orientation and socializationfor new recruits
•Ensuringthat training and developments programs are integrated
with company vision mission and values
•Establishingcriteria for measuring and rewarding performance
•Adoptingrites and rituals and reinforcing folklore
•Designingstructure
•Designingphysical attributes
•Being a role model
DysfunctionalAspectsOfCulture
Acts as a barrier to change
Act as a barrier to workforce diversity
Act as a barrier to mergers and acquisitions
Culture