1. ORGANIZATIONAL
CULTURE

2. • Organizational Culture is the basic patterned of
shared assumptions, values and beliefs considered
assumptions,
to be the correct way of thinking about and acting
on problems and opportunities facing the
organization this ways of thinking are shared by
the members of an organization and taught to
new members as correct.
Henry Mintzberg
• “Culture is the soul of the organization — the
beliefs and values, and how they are manifested. I
think of the structure as the skeleton, and as the
flesh and blood. And culture is the soul that holds
the thing together and gives it life force.”

3. Organizational culture exists
at 2 levels
 visible (overt, observable behaviors)
 invisible (set of underlying beliefs)

4. ELEMENTS OF
ORGANIZATIONAL
CULTURE

6. •ASSUMPTIONS –
represents the deepest part
of the organizational culture
because they are
unconscious and taken for
granted.
A hypothesis that is taken
for granted
•VALUES - this is more stable, long
lasting beliefs about what is important.
•BELIEFS – represents the individual’s perceptions of
reality

7. ORGANIZATIONAL
SUBCULTURE

8.  Sub-culture , this culture is the actualization
of the organization’s core values. The
difference lies in norms and standards,
behavior patterns, and artifacts. This culture
developed within the organization because it
grows from the differences in cultural
backgrounds of members of the organization,
geographical diversity
•COUNTERCULTURE- opposes the
organization’s core/dominant value.

9. IMPORTANCE OF
ORGANIZATIONAL SUB-
CULTURE
 1st, they maintain the organizational
standards of performance and ethical
behavior.
 2nd, to act as spawning grounds for
emerging values that keep the firm aligned
with the needs of customer, supplier,
society, and other subculture.

10. DECIPHERING
ORAGANIZATIONAL
CULTURE THROUGH
ARTIFACTS
Understanding an organization’s culture
requires painstaking assessment of
many artifacts because they are subtle
and often ambiguous,

11.  Artifacts are the observable symbols and
signs of an organization’s culture.

12. Categories
of
Artifacts
•Organizational Stories and Legends
•Rituals and Ceremonies
•Organizational Language
•Physical Structure and Symbols

13. Artifacts: Organizational
Stories and Legends

14. Artifacts: Rituals and
Ceremonies

15. Artifacts: Organizational
Language
“BEING
GUMBY”

16. Artifacts: Physical
Structures and
Symbols

18. 3 FUNCTIONS OF
ORGANIZATIONAL CULTURE
 1ST, corporate is deeply embedded
form of social control.
 2nd, it is the “social glue” that
bonds people together and makes
them feel part of the organizational
experience.
 3rd, corporate culture helps
employee make sense of the
workplace.

19. ORGANIZATIONAL CULTURE
STRENGTH AND FIT
 Strong Organizational Culture Exists when most
employees across all subunits hold the dominant
values. It is long lasting.
There are 3 reason why Strong Organizational Culture can
have a weak relationship,
1st, it increases organizational performance only if
it’s appropriate in the organizations environment.
2nd, strong culture locks decision making.
3rd, very strong cultures tend to suppress
and take for granted the subculture value.

20. Culture content
fits environment
•Corporate
Moderately strong performance
culture
•Ethical conduct
Adaptive
Culture

21. Adaptive Organizational Cultures
ELEMENTS OF ADAPTIVE CULTURE
 External focus -- firm’s success depends
on continuous change
 Focus on processes
 Strong sense of ownership
 Proactive --seek out opportunities

22. Merging Organizational
Cultures

23. Bicultural audit - diagnoses cultural
relations between companies prior to a
merges and determines the extent to which
cultural clashes will likely occur.
There are three steps in bicultural audit:
1.Examine artifacts
2. Analyze data for cultural
conflict/compatibility
3. Identify strategies and action
plans to bridge cultures

25. MERGER DESCRIPTION WORKS BEST
STRATEGY WHEN:
Assimilation Acquired company Acquired firm has a weak
embraces acquiring culture
firm/s culture
Deculturation Acquiring firm imposes Rarely works- may be
its culture on willing necessary only when
acquired firm acquired firm's culture
doesn’t work but
employees don’t realize it.
Integration Combining the two or Existing cultures can be
more cultures into a new improved.
composition culture.
Separation Merging companies Firm operation successfully
remain distinct entities in different businesses
with minimal exchange of requiring different cultures.
culture or organization
practices.

26. Changing and strengthening
organizational culture
 Corporate leaders can “unfreeze” the
existing culture by removing artifacts and
“refreeze” new culture by introducing new
artifacts.

28. STAGES OF SOCIALIZATION
1. Pre-employment Socialization: This happens before
few days were an employee actively search for
information about the company. This happens prior to the
first day of employment.
2. Encounter: Newcomers degree of reality shock.
Newcomers are immediately inundated with unfamiliar
signals. Ex: Migration
Employees settle in as they change from outsiders.
3. Role management: to insiders. They strengthen their
relationships with co-workers and supervisors. They
bring a balance between work life and non-work life.

29. Pre-employment Role Encounter Socialization
socialization Management (newcomer) Outcomes
(outsider) (insider) •Strengthen work
•Learn about the •Test •Higher motivation
relationships
organization and expectations •Higher Loyalty
•Practice new role
job against •Higher satisfaction
behaviors
•Form the perceived •Lower stress
•Resolve conflicts
psychological workplace •Lower turnover
between work and
contract realities
nonwork

30. IMPROVING THE
SOCIALIZATION
PROCESS

31.  RJP – Realistic Job Preview, giving
applicants balance positive and negative
information about the job and work
context.
SOCIALIZATION AGENT:
•Supervisors – provide information of duties and
performance by giving challenges, assignments and
buffering from excessive demands to help them fit in
and socialize.
•Co-workers- an easy accessible can answer
question and serves as a role model.
•“Buddy System” – new comer are assign to co-
workers who provide information and social support.