Professional Documents
Culture Documents
Organizational Culture: Organizational Climate
Organizational Culture: Organizational Climate
Lecture
Session
#5
Leader
as
Maker
of
Culture
Leader
as
Structural
Architect
Prof.
Sarah
S.
M.
Townsend
Organizational
Culture:
Organizational
Climate:
A
system
of
shared
meaning
held
by
members
that
distinguishes
the
organization
from
others
(values,
beliefs,
norms)
Shared
perception
of
members
about
their
organization
and
work
environment
4/5/14
Innovation
&
risk-taking
Attention to detail
Outcome
orientation
People orientation
Team orientation
Aggressiveness
Stability
acquisitions
4/5/14
Founders
Hire/keep
employees
who
are
like
them
Indoctrinate
and
socialize
employees
Serve
as
role
models
Other paths?
4/5/14
Selection
Identify
and
hire
employees
who
t
the
organization
Top
management
Goal
setting
Role
models
culture?
4/5/14
I
have
gone
over
the
top
We
are
getting
lackluster
performance
results
from
a
large
number
of
our
K.C.-based
employees.
The
parking
lot
is
sparsely
used
at
8
a.m.;
likewise
at
5
p.m.
Never
in
my
career
have
I
allowed
a
team
that
worked
for
me
to
think
they
had
a
40-hour
job.
I
have
allowed
YOU
to
create
a
culture
that
is
permitting
this.
NO
LONGER.
As
managers
you
either
do
not
know
what
your
EMPLOYEES
are
doing;
or
YOU
do
not
CARE.
In
either
case,
you
have
a
problem
and
you
will
x
it
or
I
will
replace
you.
Hell
will
freeze
over
before
this
CEO
implements
ANOTHER
EMPLOYEE
benet
in
this
Culture.
I
think
this
parental
type
action
SUCKS.
However,
what
you
are
doing,
as
managers,
with
this
company
makes
me
SICK.
Folks
this
is
a
management
problem,
not
an
EMPLOYEE
problem.
Congratulations,
you
are
management.
You
have
the
responsibility
for
our
EMPLOYEES.
I
will
hold
you
accountable.
The
parking
lot
should
be
substantially
full
at
7:30
a.m.
and
6:30
p.m.
on
weekdays
and
half
full
on
Saturdays.
incentive scheme?
4/5/14
discussion board
Punishment?
Positive
Reinforcement?
Modeling?
Goal Setting?
4/5/14
4/5/14
Measurable:
Establish
criteria
for
measuring
progress.
Reasonable:
Be
sure
to
balance
your
ideal
plan
and
reality.
4/5/14
In
the
1990s,
Sears,
Roebuck
and
Co.
imposed
a
sales
quota
on
its
auto
repair
sta
of
$147/hr.
Sta
overcharged
for
work
Unnecessary
repairs
became
part
of
the
company
culture
In
the
late
1960s,
Ford
Motor
Company
set
goal
of
new
car
under
2000
lbs
and
under
$2,000
by
1970.
Management
signed
o
on
unperformed
safety
checks
The
Ford
Pinto
had
a
faulty
fuel
tank
and
could
ignite
upon
impact
eectiveness)
4/5/14
is a dicult undertaking:
10
4/5/14
Think
of
unintended
consequences
11
4/5/14
12
4/5/14
Work specialization
Departmentalization
Chain
of
command
Span
of
control
Centralization
vs.
Decentralization
Formalization
13
4/5/14
Costs
Loss
of
control;
requires
trust
Hard
to
form
and
manage
Benets
Gain
scale
without
mass
Flexible
and
adaptive
Quickly
access
new
markets
14
4/5/14
Engines
(General
Electric)
Wing
(Mitsubishi)
Stabilizers
and
rear
fuselage
(Aerospace
Ind.
Dev.)
Tailcone
(Hawker
de
Havilland)
Fairings
to
improve
aerodynamics
(Fischer)
Landing
gear
(Messier-
Dowty)
Cockpit,
center,
and
forward
fuselage;
Assembly
(in
house)
Avionics
(Rockwell
Collins)
15