Chapter 09
- 1. 9 Chapter Corporate Culture and Values ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Understanding the Theory & Design of Organizations Eleventh Edition Richard L. Daft
- 2. 2 What is Culture? • Values, norms, guiding beliefs, and understandings that are shared by members of an organization – Taught to new members as the correct way to think, feel, and behave • Organizational culture exists at two levels – Observable symbols – Underlying values ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
- 3. Levels of Corporate Culture ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
- 4. 4 Emergence and Purpose of Culture Provides sense of organizational identity Two critical functions in organizations: 1. To integrate members so they know how to relate to one another 2. To help organization adapt to external environment Internal Integration – collective identity and know how to work together External Adaption – how the organization meets goals and deals with outsiders ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
- 5. 5 Observable Aspects of Organizational Culture ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
- 6. 6 Organizational Chart for Nordstrom Nordstrom’s structure reflects the emphasis the department store chain puts on empowering and supporting lower-level employees. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
- 7. Organizational Design and Culture Managers want a corporate culture that reinforces the strategy and structural design the organization needs to be effective within environment. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
- 8. Culture Strength and Organizational Subcultures • Culture strength is the degree of agreement among members of an organization about specific values • Subcultures reflect the common problems, goals, and experiences of a team or department • Different departments may have their own norms ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 8
- 9. 9 Organizational Culture, Learning, and Performance • Culture is important to learning and innovation during challenging times • Strong adaptive cultures often incorporate the following values: 1. The whole is more important than the parts 2. Equality and trust are primary values 3. The culture encourages risk taking, change, and improvement ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
- 10. Constructive Versus Non-Constructive Cultures 10 ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
- 11. 11 Ethical Values and Social Responsibility Ethics – Ethics refer to the code of moral principles and values that govern the behaviors of a person or group with respect to what is right or wrong Managerial Ethics – Ethical decisions go far beyond behaviors governed by law – Managerial ethics guide the decisions and behaviors of managers ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
- 12. 12 Sources of Individual Ethical Principles and Actions ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
- 13. 13 Relationship between the Rule of Law and Ethical Standards ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
- 14. 14 Corporate Social Responsibility (CSR) • Does it pay to be good? • Extension of the idea of managerial ethics • Management’s obligation to make choices and take action that positively impact stakeholders • Increase in social responsibility • Customers and public are paying closer attention to what organizations do • Social responsibility can enhance a firm’s reputation ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
- 15. 15 How Managers Shape Culture and Ethics • Value-Based Leadership • Formal Structure and Systems – Structure – Disclosure Mechanisms – Code of Ethics – Training Programs • Managers play key role in providing leadership and examples of ethical behavior ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
- 16. 16 Characteristics of Values-Based Leaders ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
- 17. 17 Corporate Culture and Ethics in a Global Environment • The global environment presents tough ethical challenges • Countries have varied attitudes and beliefs • Components that characterize a global culture: – Multicultural rather than national values – Basing status on merit rather than nationality • Managers must think broadly about ethics • Social audits measure and report ethical, social, and environmental impact of a company’s operation ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
- 18. 18 Design Essentials Cultural and ethical values help determine the organization’s social capital and can contribute to success Managers can use rites and ceremonies, stories, symbols, structures, control systems, and power relationships to influence culture Subcultures may emerge even in strong cultures Strong cultures can be constructive or non-constructive Managerial ethics and corporate responsibility are important aspects of organizational values Managers can shape culture and ethics through formal systems Social audits are important tools for companies trying to maintain high ethical standards ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.