ORGANISATION BEHAVIOUR ORGANISATIONAL CULTURE 1 Organisational culture w

ORGANISATION & BEHAVIOUR ORGANISATIONAL CULTURE 1

Organisational culture w define & describe organisational culture w recognise features of power, role, task & person cultures w outline development of culture & how it can be managed in the interests of organisational performance 2

ORGANISATIONAL CULTURE w What is culture? w Types of culture w Using culture 3

WHAT IS CULTURE? “ the collective self-image & style of the organisation; its shared values & beliefs, norms & symbols” the way we do things around here 4

ACTIVITY 1 What do you think would differentiate the culture of: 1. A regiment in the army 2. An advertising agency? 5

DEVELOPMENT OF CULTURE MAIN INFLUENCES: w economic conditions w nature of business & its tasks w leadership style w policies & practices w structure w characteristics of workforce 6

ACTIVITY 2 In small groups discuss why each one of the influences listed would affect culture and try and give an example, maybe linking to an organisation you know 7

ASPECTS OF CULTURE w Basic, underlying assumptions w Overt beliefs w Visible artefacts 8

TYPES OF CULTURE w Power culture w Role culture w Task culture w Person culture 9

POWER CULTURE w Organisation is controlled by key central figures w Often the owners or founders of the organisation 10

POWER CULTURE CHARACTERISTIC COMMENT Based on personalities Power & influence stem from central source. Important decisions made by key people. Adaptable & informal Not rigidly structured, capable of responding to change - depends on key people making right decisions Small size Best suited to small companies, where leaders have direct communication with workers. Good personal relations People have to get on well together for this culture to work - like minded & striving for same goals.

The power web 12

ROLE CULTURE w classical w rational w bureaucracy 13

ROLE CULTURE Characteristic Comment Roles, not personalities Structure defines authority & responsibility of individual managers. Efficiency depends on job structuring, design of communications & formal relationships. Not Non risk-taking. People not overly ambitious, do job entrepreneurial as expected Stability Works for large, stable organisations, where work is predictable Slow to change Very slow to adapt & respond to change.

Greek Temple Series of job boxes, (pillars) make up functions, coordinated through pediment at top 15

TASK CULTURE w Management is seen as completing a succession of projects or solving problems - often as part of a team w Focus on results, get the job done 16

TASK CULTURE Characteristics Comment Team based Reflected in matrix organisation or project teams. No dominant or clear leader. Expertise & talent are more important than length of service. Results-orientated Performance is judged by results. Organisations are flexible, constantly changing. Costly, because of variety Expensive - Experts demand market price. Creativity requires tolerance. Job satisfaction High job satisfaction. Nature of work needs to be suited, & employees must want to work this way.

The net Net can pull its cords many ways regroup at will 18

PERSON CULTURE w Rare - found in organisation whose purpose is to serve interests of individuals within it w eg: Brownies, pony club, studio artists Set of individual stars 19

ACTIVITY 3 People are controlled and influenced by: 1. personal exercise of rewards, punishments or charisma 2. impersonal exercise of economic & political power to enforce procedures & standards of performance 3. Communication & discussion of task requirements leading to appropriate action motivated by personal commitment to goal achievement 4. Intrinsic interest & enjoyment in activities , and/or concern & caring for needs of others involved

USING CULTURE w Importance of culture w Changing culture w ‘Culture fit’ 21

IMPORTANCE OF CULTURE w ‘a handful of guiding values’ was more powerful than manuals, rules books, & controls formally imposed (& resisted) w organisational culture may be important in its influence on performance……… 22

Influence on performance w affects motivation & satisfaction of employees – commitment, valued w aid adaptability of organisation encouraging innovation, risk taking, customer care, etc w affects image of organisation – to customers, potential employees 23

CHANGING CULTURE w Takes 3 -8 years w Managers use overt beliefs, mottos, new image, slogans w Change from the top w Reward system to reinforce w Recruitment & selection policies w Visible emblems – status symbols, public areas 24

CULTURE FIT w Recruitment, selection, training, corporate socialisation & reward systems used to attract, recognise & promote individuals who ‘fit ‘ desired cultural direction. w Some go further & seek to fit their culture to e values, attitudes & practices of their customers establishing ‘rapport’ on a large scale 25