org.culture+ team group

7/28/2019 Org.culture+ Team Group

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Principles of Management

Organizational

Culture

and Environment

CHAPTER-4


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AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO:

Define, What is Organizational Culture.

Recognize the characteristics and importance of

organizational culture. Asses how Culture effects a manager's performance.

Describe current issues in organizational culture.

Understand external environment of an organization.

Articulate the differences between the functioning ofGroups and Team

Asses how Teams are an essential part of modernorganisational life and their impact on organizationalculture.


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The Manager:

Omnipotent or Symbolic

?


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34

Omnipotent View of Management

Managers are directly responsible for an organizationssuccess or failure.

The quality of the organization is determined by the qualityof its managers.

Managers are held accountablefor an organizations performanceyet it is difficult to attribute

good or poor performancedirectly to their influenceon the organization.


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Symbolic View of Management

Much of an organizations success or failure is dueto external forces outside of managers control.

The ability of managers to affect outcomes is

influenced and constrained by external factors. The economy, customers, governmental policies,

competitors, industry conditions,technology, and the actions ofprevious managers

Managers symbolize control andinfluence through their action.


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Parameters of Managerial Discretion


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Organizational Culture

A system of shared meanings and commonbeliefs held by organizational members thatdetermines, in a large degree, how they act

towards each other.


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The Organizations Culture

The way we do things around here.

Values, symbols, rituals, myths, and practices Implications:

Culture is a perception.

Culture is descriptive.

Culture is shared.


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Dimensions of Organizational Culture


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How an Organizations Culture Is Established andMaintained


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Strong versus Weak Cultures

Strong Cultures Are cultures in which key values are deeply held and widely

held.

Have a strong influence on organizational members.

Factors Influencing the Strength of Culture

Size of the organization

Age of the organization

Rate of employee turnover

Strength of the original culture

Clarity of cultural values and beliefs


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Benefits of a Strong Culture

Creates a stronger employee commitment to theorganization.

Aids in the recruitment and socialization of newemployees.

Fosters higher organizationalperformance by instilling and

promoting employee initiative.


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Strong versus Weak Organizational Cultures


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How Employees Learn Culture

Stories

Narratives of significant events or actions of people thatconvey the spirit of the organization

Rituals

Repetitive sequences of activities that express and reinforcethe values of the organization

Material Symbols

Physical assets distinguishing the organization

Language

Acronyms and jargon of terms, phrases, and word meaningsspecific to an organization


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How Culture Affects Managers

Cultural Constraints on Managers

Whatever managerial actions the organization recognizes asproper or improper on its behalf

Whatever organizational activities the organization valuesand encourages

The overall strength or weakness of the organizationalculture

Simple rule for getting ahead in an organization:

Find out what the organization rewards and do those things.


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External Environment

Those factors and forces outside theorganization that affect the organizations

performance.


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Components of the External Environment

Specific environment: External forces that have a direct and immediate impact on

the organization.

General environment: Broad economic, socio-cultural, political/legal,

demographic, technological, and global conditions that mayaffect the organization.


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Specific environment

Customer

Supplier

Pressure Group

Competitors

General environment

Economical condition

Political

Condition

Social culturalCondition

TechnologicalCondition

DemographicCondition

Global Condition


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How the Environment Affects Managers

Environmental Uncertainty

The extent to which managers have knowledge of

and are able to predict change their organizationsexternal environment is affected by:

Complexity of the environment: the number ofcomponents in an organizations external environment.

Degree of change in environmental components: howdynamic or stable the external environment is.


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Stakeholder Relationships

Stakeholders

Any constituencies in the organizations environment thatare affected by the organizations decisions and actions

Why Manage Stakeholder Relationships?

It can lead to improved organizational performance.

Its the right thing to do given the interdependence of the

organization and its external stakeholders.


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Organizational Stakeholders


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CURRENT OrganizationCultural Issues

Creating an Ethical Culture

Creating an Innovative Culture

Creating a Customer-Responsive Culture

Spirituality and Organizational Culture

Team Work Culture


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Creating an Ethical Culture

High in risktolerance

Low to moderateaggressiveness

Focus on means aswell as outcomes

Creating an Innovative Culture

Challenge andinvolvement

Freedom

Trust and openness Idea time

Playfulness/humor

Conflict resolution

Debates

Risk-taking


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Hiring the right type of employees (ones with astrong interest in serving customers)

Having few rigid rules, procedures, and regulations

Using widespread empowerment of employees

Having good listening skills in relating to customersmessages

Providing role clarity to employees to reduce

ambiguity and conflict and increase job satisfaction Having conscientious, caring employees willing to

take initiative

Creating a Customer-Responsive Culture


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Spirituality and Organizational Culture

Workplace Spirituality

The recognition that people have an inner life thatnourishes and is nourished by meaningful work that

takes place in the context of community.

Characteristics of a Spiritual Organization

Strong sense of purpose

Focus on individual development

Trust and openness

Employee empowerment

Toleration of employees expression


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DevelopingGroup Vs Team

Culture


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GROUPS:

Two or more interacting and

interdependentindividuals who come together to

achieve particular

GOAL


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WHY PEOPLE JOIN GROUPS:

Security

Status

Self-esteem

Affiliation Power

Goal achievement


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TYPES OF WORK GROUP

WORK

GROUP

FORMAL

GROUP

INFORMAL

GROUP

COMMAND

TASK

GROUP

TEMPORARYTASK GROUP

PERMANENT

TASK GROUP

FRIENDSHIP

GROUP

INTREST

GROUP


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STAGES OF WORK GROUP:

Stage # 4Performing

Stage # 5Adjourning

Stage # 6Mourning/Grieving

Stage # 3

Norming

Stage # 2

Storming

Stage # 1

Forming


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The degree to which group members are attracted toa group and share the group goals.

High Low

HIgh

LOw

Strong increasein Productivity

Decrease inproductivity

Moderate increaseIn productivity

No significanteffect

in Productivity


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Lack of trust among group members.

Lack of cooperation/Cohesion. Authoritative behavior of leader.

Conflicts and disputes among group members.

Diverging objectives.

WHY GROUPS SOMETIMES FAIL


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Turning Groups into

Effective Team


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Team

A smaller number of people withcomplementary skills who are committed to acommon purpose, set of performance goals,

and approaches for which they hold

themselves mutually accountable.


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DIFFERENCE BETWEEN GROUPS AND TEAMS

Shared Vision.

Team Spirit.

Sharing and caring Attitude.

Setting performance goals.

Mutually accountable for results.


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Why move to team working?

Teamwork can increase competitiveness by:

Improving productivity

Improving quality and encouraginginnovation

Taking advantage of the opportunitiesprovided by technological advances

Improving employee motivation andcommitment


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Interpersonal Skills Required by a Leader in Managing and

developing Trust among Teams

Appropriate questioning.

Weltanschauung.

Group discussions.

Friendly climate.

Use of consensus method.

Involvement of team members in setting goals.

Implement meeting guidelines.Encourage self respect

Identify and deal with dysfunctional behaviors

Celebrating teams achievement and accomplishments

Use different techniques to motivate team members


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Characteristics ofEffective

TEAM

?


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How Teams can have a good fight

Work with more, rather than less, information.

Develop multiple alternatives to enrich debate. Establish common goals.

Inject humor into workplace.

Maintain a balance of power.

Resolve issues without facing a consensus.

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