An organization's culture is defined as the shared values, principles, traditions, and ways of doing things that influence employee behavior and distinguish one organization from others. An organization's culture is not physically tangible but rather reflects how members perceive and describe the culture. Describing an organization using seven cultural dimensions like attention to detail, outcome orientation, and team orientation provides a picture of its personality. Organizations with strongly held and widely shared core values tend to have stronger cultures associated with higher performance and more loyal employees. The original source of an organization's culture usually reflects its founder's vision.

2. An organization has a personality, which we
call its culture. And that culture influences the
way employees act and interact with others.
Definition:
Is the shared values, principles, traditions, and
ways of doing things that influence the way
organizational members act & that distinguish
the organization from other organizations.
(It is; how things are done around here)

3. It is not something that can be physically
touched or seen.
It is concerned with how members
perceive the culture and describe it, not with
whether they like it.
Aspects of culture are shared even though
individuals may have different backgrounds
or work at different organizational levels.

4. Organizational
Culture
Attention to
Detail
Outcome
Orientation
People
Orientation
Team
Orientation
Aggressiveness
Stability
Innovation &
Risk Taking
Degree to which
employees are
expected to exhibit
precision, analysis,
and attention to detail
Degree to which
managers focus on
results or outcomes
are achieved
Degree to which
employees are
encouraged to be
innovative and to
take risks
Degree to which
management
decisions take into
account the effects
on people in the
organization
Degree to which
employees are
aggressive and
competitive rather
than cooperative
Degree to which
organizational
decisions and
actions emphasize
maintaining the
status quo
Degree to which
work is organized
around teams
rather than
individuals

5. Describing an organization using these
seven dimensions gives a picture of the
organization’s culture.
In many organizations, one cultural dimension often is emphasized
more than the others and essentially shapes the organization’s
personality and the
way organizational
members work.
SONY Corporation
the focus is Product
Innovation.
SOUTHWEST Airlines
is People oriented

6. Organizational cultures in which the key
values are intensely held and widely shared.
Why is having strong culture is important?
Organizations with strong culture, employees are
more loyal than employees in organizations with
weak cultures.
Strong cultures are associated with high
organizational performance.

7. Weak CultureStrong Culture
Values limited to a few people (usually
top management)
Values widely shared
Culture sends contradictory messages
about what’s important
Culture conveys consistent messages
about what’s important
Employees have little knowledge of
company history or heroes
Most employees can tell stories about
company history or heroes
Employees have little identification with
culture
Employees strongly identify with culture
Little connection between shared values
and behaviors
Strong connection between shared values
and behaviors

8. Philosophy of
Organization
Founders
Selection
Criteria
Top Management
Socialization
Organization’s
culture
The original source of the culture usually reflects
the vision of the founder.
Selection process impacted by the culture of the
organization.
Actions of top Managers have a major impact on
the organization’s culture.
Socialization is a process that helps new
employees learn the organization’s way of doing
things.

9. 1)STORIES
2)RITUALS
3)MATERIAL SYMPOLS
4)LANGUAGES

10. 1)Planning:
The degree of risk that plans should contain.
Whether plans should be developed by individuals or teams.
The degree of environmental scanning in which management will engage.
2)Organizing:
How much autonomy should be designed into employees’ job.
whether tasks should be done by individual or in teams
The degree to which managers interact with each others.
3)Leading:
The degree to which managers are concerned with increasing employee job satisfaction.
What leadership styles are appropriate.
whether all disagreements should be eliminated.
4)Controlling:
Whether to impose external controls or to allow employees to control their actions.
What criteria should be emphasized in employee performance evaluations.
What repercussions will occur from exceeding one’s budget.

11. 1) Creating an Innovative Culture
2) Creating a Customer-Responsive
Culture
3) Spirituality and Organizational
Culture

12. Challenge & Involvement
Freedom
Trust & Openness
Idea Time
Playfulness/Humor
Conflict Resolution
Debates
Risk-Taking

13. Responsive-CustomerCharacteristics of
Culture:
1) Type of employee
2) Type of job environment
3) Empowerment
4) Role clarity
5) Consistent desire to satisfy &
delight customers

14. Workplace Spirituality:
A culture where organizational values promote a sense
of purpose through meaningful work that takes place in
the context of community.
Cultural Characteristics of Spiritual
organizations:
1)Strong sense of Purpose
2)Focus on individual development
3)Trust & openness
4)Employee empowerment
5)Tolerance of employee expression