Corporate Culture and Values 2010 SouthWesternCengage Learning All

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Corporate Culture and Values © 2010 South-Western/Cengage Learning. All Rights Reserved. May not be

Corporate Culture and Values © 2010 South-Western/Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

What is Culture? • Values, norms, guiding beliefs, and understandings that is shared by

What is Culture? • Values, norms, guiding beliefs, and understandings that is 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 © 2010 South-Western/Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 2

Levels of Corporate Culture © 2010 South-Western/Cengage Learning. All Rights Reserved. May not be

Levels of Corporate Culture © 2010 South-Western/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

Emergence and Purpose of Culture • • Provides sense of organizational identity Two critical

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 Integration – how the organization meets goals and deals with outsiders © 2010 South-Western/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

Observable Aspects of Organizational Culture © 2010 South-Western/Cengage Learning. All Rights Reserved. May not

Observable Aspects of Organizational Culture © 2010 South-Western/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

Organizational Chart for Nordstrom’s structure reflects the emphasis the department store chain puts on

Organizational Chart for Nordstrom’s structure reflects the emphasis the department store chain puts on empowering and supporting lower-level employees. © 2010 South-Western/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

Organizational Design and Culture • Adaptability Culture • Mission Culture • Clan Culture •

Organizational Design and Culture • Adaptability Culture • Mission Culture • Clan Culture • Bureaucratic Culture • Culture Strength and Organizational Subcultures Managers want a corporate culture that reinforces the strategy and structural design the organization needs to be effective within environment. © 2010 South-Western/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 Culture, Learning, and Performance • Culture is important to learning and innovation during

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 © 2010 South-Western/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

Ethical Values and Social Responsibility • Individual Ethical Principles – Ethics refer to the

Ethical Values and Social Responsibility • Individual Ethical Principles – Ethics refer to the code of moral principles and values that governs 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 © 2010 South-Western/Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 9

Sources of Individual Ethical Principles and Actions © 2010 South-Western/Cengage Learning. All Rights Reserved.

Sources of Individual Ethical Principles and Actions © 2010 South-Western/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

Relationship between the Rule of Law and Ethical Standards © 2010 South-Western/Cengage Learning. All

Relationship between the Rule of Law and Ethical Standards © 2010 South-Western/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

Corporate Social Responsibility • Does it pay to be good? • Extension of the

Corporate Social Responsibility • 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 © 2010 South-Western/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

How Leaders Shape Culture and Ethics • Value-Based Leadership • Formal Structure and Systems

How Leaders Shape Culture and Ethics • Value-Based Leadership • Formal Structure and Systems – Ethics Committee – Chief Ethics Officer – Ethics Hotline • Disclosure Mechanisms – Whistle-blowing Managers play key role in providing leadership and examples of ethical behavior • Code of Ethics • Training Programs © 2010 South-Western/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

Characteristics of Values-Based Leaders © 2010 South-Western/Cengage Learning. All Rights Reserved. May not be

Characteristics of Values-Based Leaders © 2010 South-Western/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

Corporate Culture and Ethics in a Global Environment • The global environment present tough

Corporate Culture and Ethics in a Global Environment • The global environment present 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 © 2010 South-Western/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

Design Essentials ü Cultural and ethical values contribute to success ü Culture is the

Design Essentials ü Cultural and ethical values contribute to success ü Culture is the key values, beliefs, and norms shared by members of an organization ü Organizational culture reinforce strategy and structure ü Strong cultures can be adaptive or nonadaptive ü Managerial ethics is a critical issue for organizations ü Leaders can shape culture and ethics ü The global environment present new ethical challenges ü Social audits are important tools for companies © 2010 South-Western/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

Chapter 7 Business Crime Copyright 2010 by SouthWesternCengageChapter 7 Business Crime Copyright 2010 by SouthWesternCengage
Chapter 6 International Law Copyright 2010 by SouthWesternCengageChapter 6 International Law Copyright 2010 by SouthWesternCengage
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