剑桥大学商学院组织创新学教程三.pptVIP

Organizational culture Henry Mintzberg on organizational culture: “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” Edgar Schein’s definition of organizational culture: “A system of shared meaning held by organizational members that distinguishes the organization from other organizations, and which is taught to new members as the correct way to think, feel and behave in different situations” The basic functions of organizational culture Organizational Culture Provides a sense of identity and generates commitment to the organization’s mission Clarifies/ reinforces behavioural expectations Adapted from Greenberg Baron 2008 Organizational culture exists at multiple levels Assumptions (taken for granted, invisible) Espoused values (visible) Artifacts (visible) Artifacts are what one observes and feels when one enters an organization - the physical layout, the dress code, the manner in which people address each other, the smell and feel of the place. Values are expressed in the strategies, goals and philosophies of organizations Assumptions are unconscious taken-for-granted beliefs, perceptions, thoughts and feelings (ultimate source of values and action). Source: Schein 1990 Six key dimensions have been found to capture the essence of an organization’s culture (low-high) 1. Innovation and risk taking – the degree to which employees are encouraged to be innovative and take risks 2. Outcome orientation – the degree to which management focuses on results or outcomes rather than the techniques and processes used to achieve those outcomes 3. People orientation – the degree to which management decisions take into consideration the effect of outcomes on people in the organization 4. Team orientation – the degree to which work activities are organised around teams rather