ppt culture+and+climat.9

8/12/2019 PPT Culture+and+Climat.9

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Organizational culture and climate



Definition

Organization culture

– a system of shared values and norms, along with

related behaviors (Walton, 1980; Schein, 1985)

- the normative beliefs (i.e., system values) and sharedbehavioral expectations (i.e., system norms) in an

organization (Cooke & Szumal, 1993)

- is a property of the system



Sources of power

• Organizational sources: position power

• Individual sources: personal power

Position powerThe position power of a manager is the result of his/herposition in the organization:

- Reward

- Coercive

- Legitimate



Position power

• Reward power - the extent to which a manager can use

extrinsic and intrinsic rewards to control other people;

• Coercive power - the extent to which a manager can deny

desired rewards or administer punishments to control otherpeople. The availability of coercive power also varies from one

organization and manager to another

• Legitimate power - the extent to which a manager can use

subordinates’ internalized values or beliefs (ex - the formalauthority to approve or deny such employee requests as job

transfers, equipment purchases, personal time off, or overtime

work )



Information power

The access to and control of information – a separate source of

power?

The use of information is restricted and confined by a series of

rules and regulations.

“The nominal reason for controlling information is to protect thefirm. The real reason is often to allow information holders to

increase their power” ()



Personal power

Three bases of personal power are expertise, rational

persuasion, and reference:

•

Expert power is the ability to control another person’s behavior through the possession of knowledge, experience, or

judgment that the other person does not have but needs. A

subordinate obeys a supervisor possessing expert power

because the boss ordinarily knows more about what is to be

done or how it is to be done than does the subordinate.Expert power is relative, not absolute.



Personal power

• Rational persuasion is the ability to control another’s

behavior because through the individual’s efforts, the person

accepts the desirability of an offered goal and a reasonable

way of achieving it. Much of what a supervisor does day to

day involves rational persuasion up, down, and across the

organization. Rational persuasion involves both explaining the

desirability of expected outcomes and showing how specific

actions will achieve these outcomes.

• Referent power is the ability to control another’s behaviorbecause the person wants to identify with the power source.

In this case, a subordinate obeys the boss because he or she

wants to behave, perceive, or believe as the boss does.



Combined Building of Position and Personal

Power

Most managers attempt to increase the visibility of their job

performance by:

(1) expanding the number of contacts they have with seniorpeople;

(2) making oral presentations of written work;

(3) participating in problem-solving task forces;

(4) sending out notices of accomplishment;

(5) generally seeking additional opportunities to increase

personal name recognition.



Influence

Strategies for increasing influence

Reason

• Using facts and data to support a logical argument.

Friendliness

• Using flattery, goodwill, and favorable impressions.

Coalition

• Using relationships with other people for support.

Bargaining

• Using the exchange of benefits as a basis for negotiation.

Assertiveness

•

Using a direct and forceful personal approach.Higher authority

• Gaining higher level support for one’s requests.

Sanctions

• Using organizationally derived rewards and punishments.



Empowerment

1. Structural approach (Menon 2001; Mathieu et al. 2006 etc).

Definition:

empowerment is treated as a set of management practices and

manager behaviors that involve the delegation of authority andresponsibility to employees

2. Psychological approach (Spreitzer, 1995; Thomas & Velthouse,

1995)

(a). empowerment as the psychological state of subordinatesresulting from empowering practices;

(b). a form of intrinsic motivation to perform tasks, manifested in

four cognitive dimensions: meaningfulness, competence, choice,

and impact



Antecedents

Contextual Antecedents

•

High performancemanagerial practices

• Social support

• Leadership

• Work Design

Characteristics

Individual Characteristics

•

Positive self-evaluation• Resilience

• Self-efficacy

• Optimism

• Gender



Consequences

BehaviouralConsequences

• Task performance

•

OCB• Innovation

Attitudinal Consequences

• Job satisfaction

• Organizational

Commitment• Turnover intention



Exercise

Vacation Puzzle… (see the text)

ppt culture+and+climat.9

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