Beruflich Dokumente
Kultur Dokumente
Susan E. Jackson
John W. Slocum, Jr.
MANAGING: A COMPETENCY
BASED APPROACH
11th Edition
Chapter 18—Understanding Organizational
Culture and Cultural Diversity
Prepared by
Argie Butler
Texas A&M University
Learning Goals
Practices
Taboos: culturally forbidden behaviors
Ceremonies: elaborate and formal
activities designed to generate strong
feelings
Flexible
Clan Entrepreneurial
Culture Culture
Bureaucratic Market
Culture Culture
Stable
Internal External
Focus of Attention
Chapter 18: PowerPoint 18.6 (Adapted from Figure 18.2)
Behavior of employees is governed by formal
rules and standard operating procedures,
and coordination is achieved through
hierarchical reporting relationships
Focuses on predictability, efficiency, and
stability
Tasks, responsibilities, and authority
clearly spelled out
Internal Focus
Chapter 18: PowerPoint 18.7
Behaviors of employees are shaped by tradition,
loyalty, personal commitment, extensive
socialization, and self-management
Formal rules and procedures minimized
High sense of member obligation and identity
to the organization
Long and thorough socialization process
Mentors and role models
Strong peer pressure
Internal focus
business
Clash of management
styles/egos
Inability to implement change
in new organization
Incompatible cultures
0 10 20 30 40 50 60
Percent of executives who state reason as Percent
primary explanation for merger failures
Chapter 18: PowerPoint 18.13
Departments and divisions within the organization
have their own subcultures
Occupational subcultures
Geographically based subcultures
Subcultures created by managers
Positive cultures are created by managers who:
recognize personal milestones, such as birthdays and
employment anniversaries;
hold public celebrations for professional
achievements;
sponsor picnics and parties; and
listen to their employees and recognize the efforts
they put into work
Chapter 18: PowerPoint 18.14
Diverse workforce demographics
create subcultures
Ethnicity
Age
(continued)
Chapter 18: PowerPoint 18.20
Involvement: For the plan to be effective, those
who are affected must buy into it