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± When an organization takes on a life of its own, apart from any of
its members, becomes valued for itself, and acquires immortality
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± A common perception held by the organization¶s members; a
system of shared meaning
± Seven primary characteristics
1. Innovation and risk taking
2. Attention to detail
3. Outcome orientation
4. People orientation
5. Team orientation
6. Aggressiveness
7. Stability
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± Expresses the core values that are shared by a majority of the
organization¶s members
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± Minicultures within an organization, typically defined by
department designations and geographical separation
  
± The primary or dominant values that are accepted throughout
the organization
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± A culture in which the core values are intensely held and
widely shared
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1. Defines the boundary between one organization
and others
2. Conveys a sense of identity for its members
3. Facilitates the generation of commitment to
something larger than self-interest
4. Enhances the stability of the social system
5. Serves as a sense-making and control
mechanism for fitting employees in the
organization
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± Occurs when culture¶s values are not aligned with the values
necessary for rapid change

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± Strong cultures put considerable pressure on employees to
conform, which may lead to institutionalized bias

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± Incompatible cultures can destroy an otherwise successful
merger
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± Founders hire and keep only employees who think and feel
the same way they do.
± Founders indoctrinate and socialize these employees to their
way of thinking and feeling.
± The founders¶ own behavior acts as a role model that
encourages employees to identify with them and thereby
internalize their beliefs, values, and assumptions.
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± Concerned with how well the candidates will fit into the
organization
± Provides information to candidates about the organization
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± Senior executives help establish behavioral norms that are
adopted by the organization
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± The process that helps new employees adapt to the
organization¶s culture
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± The period of learning prior to a new employee joining the
organization
 
± When the new employee sees what the organization is really like
and confronts the possibility that expectations and reality may
diverge
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± When the new employee changes and adjusts to the work, work
group, and organization
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± Formal versus Informal
± Individual versus Collective
± Fixed versus Variable
± Serial versus Random
± Investiture versus Divestiture
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± Higher productivity
± Greater commitment
± Lower turnover
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± Anchor the present into the past and provide explanations
and legitimacy for current practices
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± Repetitive sequences of activities that express and reinforce
the key values of the organization
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± Acceptable attire, office size, opulence of the office
furnishings, and executive perks that convey to employees
who is important in the organization
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± Jargon and special ways of expressing one¶s self to indicate
membership in the organization
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± High tolerance for risk
± Low to moderate in aggressiveness
± Focus on means as well as outcomes
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± Being a visible role model
± Communicating ethical expectations
± Providing ethical training
± Rewarding ethical acts and punishing unethical ones
± Providing protective mechanisms
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± A culture that:
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± Focus is on discovering, sharing, and building on the
strengths of individual employees
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± Articulating praise and ³catching employees doing
something right´
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± Helping employees learn and grow in their jobs and
careers
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± May not work for all organizations or everyone within them

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± Speaking slowly and in a low tone
± Listening more
± Avoiding discussions of religion or politics

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± In the short run, strong cultures should be considered fixed
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± A dynamic condition in which an individual is confronted
with an opportunity, constraint, or demand related to what he
or she desires and for which the outcome is perceived to be
both uncertain and important
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± Challenge Stressors
‡ Stress associated with workload, pressure to complete tasks,
and time urgency
± Hindrance Stressors
‡ Stress that keeps you from reaching your goals, such as red
tape
‡ Cause greater harm than challenge stressors
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± Responsibilities, pressures, obligations, and uncertainties in
the workplace
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± Things within an individual¶s control that can be used to
resolve demands

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± Economic uncertainties of the business cycle
± Political uncertainties of political systems
± Technological uncertainties of technical innovations
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± Task demands related to the job
± Role demands of functioning in an organization
± Interpersonal demands created by other employees
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± Family and personal relationships
± Economic problems from exceeding earning capacity
± Personality problems arising from basic disposition
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± Physiological
‡ Blood pressure, headaches, stroke
± Psychological
‡ Dissatisfaction, tension, anxiety, irritability, boredom, and
procrastination
‡ Greatest when roles are unclear in the presence of conflicting
demands
± Behavioral
‡ Changes in job behaviors, increased smoking or drinking,
different eating habits, rapid speech, fidgeting, sleep disorders
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± Implementing time management
± Increasing physical exercise
± Relaxation training
± Expanding social support network
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± Improved personnel selection and job placement
± Training
± Use of realistic goal setting
± Redesigning of jobs
± Increased employee involvement
± Improved organizational communication
± Offering employee sabbaticals
± Establishment of corporate wellness programs

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± Culture varies people¶s belief in the possibility of change
± Time orientation will affect implementation of change
± Reliance on tradition can increase resistance to change
± Power distance can modify implementation methods
± Idea champions act differently in different cultures

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± Job conditions that cause stress vary across cultures
± Stress itself is bad for everyone
± Having friends and family can reduce stress
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