ORGANIZATIO

NAL CULTURE
(CHAPTER 5)

WHAT IS ORGANIZATIONAL
CULTURE?
In Scheins view:
A pattern of a shared basic assumptions
that the group learned as it solved its
problems of external adaptation and internal
integration, that has worked well enough to
be considered valid and, therefore, to be
taught to new members as the correct way to
perceive, think, and feel in relation to those
problems.

Levels of Organizational Culture

Theory of Organizational
Culture

Organizational Culture Profile

It was developed to examine the

congruence between individual and
organizational values (O Reilly,
Chatman, & Caldwell, 1991).

Innovative Culture

companies that have innovative culture are

flexible, adaptable, and experiment with new ideas

Aggressive Culture

companies with aggressive culture value

competitiveness and outperforming
competitors.

Outcome-Oriented Culture

it emphasize achievement, results and action as

important values.

Stable Culture
they are predictable, rule oriented, and
bureaucratic.

People-Oriented Culture

Are cultures value fairness, supportiveness,

and respect individual rights.

Team-Oriented Culture

Companies with team-oriented cultures are collaborative

and emphasize cooperation among employees.

Detail-Oriented Culture

it emphasizes precision and paying attention to

details.

Service Culture

it emphasizes upon high quality service.

Safety Culture

a culture that emphasizes safety as a strong

workplace norm provides a competitive advantage.

What Types of Behavior Does Culture

Control?
1.Innovation versus Stability
2. Strategic versus
Operational Focus
3. Outcome versus Process
Orientation
4. Task versus Social Focus
5. Team versus Individual
Orientation
6. Customer Focus versus
Cost Control

CULTURAL CONTROL
MECHANISMS

SOCIAL NORMS
The most basic and most
obvious of cultural control
mechanisms.
A behavioral expectation that
people will act in a certain way
in certain situations.

NORMS
A. Peripheral norms are general
expectations that make interactions easier
and more pleasant
B. Relevant norms - encompass
behaviors that are important to group
functioning
C. Pivotal norms represent behaviors
that are essential to effective group
functioning

SHARED VALUES
What is a Value?
Any phenomenon that is some
degree of worth to the members
of giving groups.
The conscious, affective desires or
wants of people that guide their
behavior

2 KINDS OF VALUES

A. Instrumental values represent

the means an individual prefers for
achieving important ends.
B. Terminal values are preferences
concerning ends to be achieved.

LEADERSHI
P
Chapter 6

Is the art of influencing and inspiring

subordinates to perform their duties
willingly , competently, and enthusiastically
for achievement of group objectives.

MANAGEMENT AND LEADERSHIP

Manage:

means to direct, to bring about to accomplish, and to have responsibility for.

Lead:

means to inspire, to influence, and to motivate.

HOLLINGSWORTH LISTS 6 FUNDAMENTAL DIFFERENCES

BETWEEN MANAGEMENT AND LEADERSHIP.

NEED FOR LEADERSHIP

1. INCOMPLETE ORGANIZATIONAL STRUCTURE

THERE IS A DEGREE OF INCOMPLETENESS IN EVERY
ORGANIZATION DESIGN.
2. EXTERNAL CHANGE
THE ORGANIZATION EXISTS IN A CHANGING
ENVIRONMENT

3. INTERNAL CHANGE
LEADERSHIP STEMS FROM THE DYNAMICS OF
INTERNAL CHANGE IN THE ORGANIZATION.
4. MOTIVATE AND INSPIRES
LEADERSHIP STEMS FROM THE NEED TO
MOTIVATE PEOPLE AND MAINTAIN THEIR
INVOLVEMENT IN THE ORGANIZATION.

LEADERSHIP STYLE
THE MANNER AND APPROACH OF
PROVIDING DIRECTION, IMPLEMENTING
PLANS, AND MOTIVATING PEOPLE.

THE 3 MAJOR STYLES OF LEADERSHIP ARE:

AUTHORITARIAN OR AUTOCRATIC
USED WHEN LEADERS TELL THEIR EMPLOYEES WHAT
THEY WANT DONE AND HOW THEY WANT IT
ACCOMPLISHED, WITHOUT GETTING ADVICE OF THEIR
FOLLOWERS.
PARTICIPATIVE OR DEMOCRATIC
INVOLVES THE LEADER INCLUDING ONE OR MORE
EMPLOYEES IN THE DECISION MAKING PROCESS
(DETERMINING WHAT TO DO AND HOW TO DO IT).

3. DELEGATIVE OR FREE REIGN

THE LEADER ALLOWS THE EMPLOYEES TO MAKE THE
DECISIONS.

APPROACHES AND THEORIES OF

LEADERSHIP
Leadership is organizing a group of people to achieve
a common goal.
Leadership is based on individual attributes known as
the trait theory of leadership.
Francis Galton concluded that leadership was
inherited.

TRAIT APPROACH TO LEADERSHIP

The trait approach arose from the Great Man
theory(Thomas Carlyle) as a way of identifying the
key characteristics of successful leaders.
The trait there were common with all of the research
was intelligence, self confidence, determination,
integrity and sociability.
A leader must not only have these traits, it is
important to exhibit these traits.

INTELLIGENCE. DEVELOPING INTELLIGENCE IS A

LIFESTYLE CHOICE.HAVING STRONG VERBAL
ABILITY, PERCEPTUAL ABILITY AND REASONING
APPEARS TO MAKE ON A BETTER LEADER.
SELF-CONFIDENCE. THE ABILITY TO BE CERTAIN
ABOUT ONES COMPETENCIES AND SKILLS.
DETERMINATION. THE DESIRE TO GET THE JOB
DONE.
INTEGRITY.THE QUALITY OF HONESTY AND
TRUSTWORTHINESS.
SOCIABILITY.THIS REFERS TO A LEADERS ABILITY TO
SEEK OUT PLEASANT SOCIAL RELATIONSHIPS.

MCGREGORS THEORY X AND THEORY Y

MANAGERS
Theory X managers believe that:
The average human being has an inherent dislike of work and
will avoid it if possible.
Because of this human characteristics, most people must be
coerced, controlled, directed, or threatened with punishment
to get them to put forth adequate effort to achieve
organizational objectives.
The average human being prefers to be directed, wishes to
avoid responsibility, has relatively little ambition, and wants
security above all else.

THEORY Y MANAGERS BELIEVE THAT:

The expenditure of physical and mental effort in work is as natural as play
or rest, and the average human being, under proper conditions, learns not
only to accept but to seek responsibility.
People will exercise self-direction and self-control to achieve objectives to
which they are committed.
The capacity to exercise a relatively high level of imagination, ingenuity,
and creativity in the solution of organizational problems is widely, not
narrowly distributed in the population, and the intellectual potentialities of
the average human being are only partially utilized under the conditions of
modern industrial life.

BLAKE AND MOUTONS MANAGERIAL GRID

Developed by Robert Blake and Jane Mouton.

Focuses on task (production) the x-axis and
employee (people) the y-axis

1,1 IMPOVERISHED MANAGEMENT

EXERTION OF MINIMUM EFFORT TO GET REQUIRED WORK
DONE IS APPROPRIATE TO SUSTAIN ORGANIZATION
MEMBERSHIP.
1,9 COUNTRY CLUB MANAGEMENT
THOUGHTFUL ATTENTION TO NEEDS OF PEOPLE FOR
SATISFYING RELATIONSHIPS LEADS TO A COMFORTABLE,
FRIENDLY ORGANIZATION ATMOSPHERE AND WORK
TEMPO.
9,1 AUTHORITY-OBEDIENCE
EFFICIENCY IN OPERATIONS RESULTS FROM ARRANGING
CONDITIONS OF WORK IN SUCH A WAY THAT HUMAN
ELEMENTS INTERFERE TO A MINIMUM DEGREE.

5,5 ORGANIZATION MAN MANAGEMENT

ADEQUATE ORGANIZATION PERFORMANCE IS
POSSIBLE THROUGH BALANCING THE NECESSITY TO
GET OUT WORK WITH MAINTAINING MORALE OR
PEOPLE AT A SATISFACTORY LEVEL.
9,9 TEAM MANAGEMENT
WORK ACCOMPLISHMENT IS FROM COMMITTED
PEOPLE: INTERDEPENDENCE THROUGH A COMMON
STAKE IN ORGANIZATION PURPOSE LEADS TO
RELATIONSHIPS OF TRUST AND RESPECT.

THE CONTINGENCY
OR SITUATIONAL
SCHOOL

FIEDLERS CONTINGENCY MODEL

Fiedlers contingency theory postulates
that there is no single best way for
managers to lead. Situations will create
different leadership style requirements
for a manager. The solution to a
managerial situation is contingent on the
factors that impinge to situation.

SITUATIONS THAT COULD DEFINE THE

CONDITION OF A MANAGERIAL TASK:
LEADERMEMBER
RELATIO
NS

POSITIO
N
POWER
TASK
STRUCT
URE

LEADER-MEMBER RELATIONS

o Are the amount of loyalty,

dependability, and support that the
leader receives from employees.

TASK STRUCTURE

o The recursive decomposition

of the major application task
into subtasks.

POSITION POWER

o measures the amount of power or authority

the manager perceives the organization has
given him or her for the purpose of directing,
rewarding, and punishing subordinates.

TaskOriented
managers

Tend to do better in situations

that have good leadermember relationships,
structured tasks, and either
weak or strong position power.

Relationshi
p-Oriented
managers

Do better in all other

situations. Thus, a given
situation might call for a
manager with a different style
or a manager who could take
on a different style for a
different situation.

Task-motivated style leader experiences pride and

satisfaction in the task accomplishment for the
organization.
(At their best when the group performs successfully
such as achieving a new sale record or outperforming
the major competitor.)
Relationship-motivated style seeks to build
interpersonal relations and extend extra help fort the
team development in the organization.
(At their best when greater customer satisfaction is
gained and a positive company image is established.)

THE HERSEY-BLANCHARD MODEL OF

LEADERSHIP

TASK BEHAVIOR

The extent to which the leader engages

in spelling out the duties and
responsibilities to an individual or group.

RELATIONSHIP BEHAVIOR

The extent to which the leader

engages in two-way or multi-way
communication.

MATURITY

The willingness and ability of a person to

take responsibility for directing his or her
own behavior.

FOR BLANCHARD THE KEY SITUATIONAL VARIABLE, WHEN

DETERMINING THE APPROPRIATE LEADERSHIP STYLE, IS THE
READINESS OR DEVELOPMENTAL LEVEL OF THE SUBORDINATES. AS A
RESULT, FOUR LEADERSHIP STYLES RESULTS:

TANNENBAUM AND SCHMIDT LEADERSHIP

CONTINUUM

o Two contingency theorist suggested the

idea that leadership behavior varies
along a continuum and that as one moves
away from the autocratic extreme, the
amount of subordinate participation and
involvement in decision taking increases.

FOUR MAIN LEADERSHIP STYLES

Autocratic Leader:
The leader takes the decisions and announces
them, expecting subordinates to carry them out
without question.

 Persuasive Leader ( selling style)

The leader takes all the decisions for the group without discussion
or consultation BUT believes that people will be better motivated if
they are persuaded that the decisions are good one.
He or she does a lot of explaining and selling in order to
overcome any possible resistance to what he or she wants to do.
The leader also puts a lot of energy into creating enthusiasm for
the goals he or she has set for the group.

 Consultative leader (consulting style)

The leader confers with the group members before taking decisions
and, in fact, considers their advice, and their feelings when framing
decisions. He or she may not always accept the subordinates advice
but they are likely to feel that they can have some influence. Under
this leadership style, the decision and the full responsibility for it
remains with the leader but the degree of involvement by
subordinates in decision taking is very much greater.

 Democratic style ( joining style)

Using this style, the leader would characteristically lay the
problem before his or her subordinates and invite discussion. The
leaders role is that of conference leader , or chair, rather than that
of decision taker.
He or she will allow the decision to emerge out of the process of
group discussion, instead of imposing it on the group as its boss.

 Telling style
In an emergency, a telling style may be
most appropriate and would normally be
considered justified by the group.

 Selling style
The selling style would tend to fit situations in which
the group leader, and he or she alone , possesses all
the information on which the decision must be based
and which at the same time calls for a very high level
of commitment and enthusiasm on the part of group
members if the task is to be carried through
successfully.

 Consulting style
The consulting style is likely to be most
appropriate when there is time in which to reach
a considered decision and when the information
on which the decision needs to be based lies
among the members of the group.

 Joining styles
The joining style is appropriate under similar conditions, with
the important exception that this is likely to be appropriate only
in those instances where the nature of the responsibility
associated with the decision is such that group members are
willing to share it with their leader, or alternatively the leader is
willing to accept responsibility for decisions which he or she has
not made personally.

ADAIRS ACTION CENTERED LEADERSHIP

MODEL
John Adair has a long pedigree in the world of leadership.
The Adair model is that the action-centered leader gets
the job done through the work team and leadership with
fellow managers and staff. According to Adairs
explanation an action-centered leader leader must :
Direct the job to be done.(task structuring)
Support and review the individual people doing it.
Coordinate and foster the work team as a whole.

ACTION-CENTERED LEADERSHIP MODEL

THE CHALLENGES FOR THE LEADER

TASK
Define the task
Make the plan
Allocate work and resources
Control quality and rate of work
Check performance against plan
Adjust the plan

Team
Maintain discipline
Build team spirit
Encourage, motivate, give a sense of purpose
Appoint sub leaders
Ensure communication within group, develop the
group

Individual
Attend to personal problems
Praise individuals
Give status
Recognize and use individual abilities
Develop the individual

LEADERS AND FOLLOWERS

SERVANT LEADERSHIP

Emphasizes the leaders duty to serve his/her

followers- leadership thus arises out of a desire to
lead.
Robert Greenleaf, was the founder of the Centre
for Servant Leadership describes it as follows:
The servant-leader is servant first. It
begins with the natural feeling that one wants to
serve, to serve first.

CHARACTERISTIC OF SERVANT LEADERS:

Collaboration
Trust
Foresight
Listening
Have Ethical use of power and empowerment

THE FOLLOWING PART OF LEADING:

Asking questions instead of giving answers
Providing opportunities for others to lead you
Doing real work in support of others instead of only
the reverse
Becoming a matchmaker instead of a central
switch
Seeking a common understanding instead of
consensus

TEAM LEADERSHIP
The Team Leader, is more appropriate .
Team Leadership may not be as natural as Solo leadership.
Belbin suggest that it can learned through understanding
the nature of leadership and the qualities required.
A Team Leadership style is based upon the development of
the strengths and the allowable weaknesses of all the roles
will permit a more holistic, or participative, or style in
leadership that problem solving, decision making can
flourish with team work and work performance.