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Comportamiento organizacional
M. En C. Eduardo Bustos Farías 1
Cultivating Organizational Cultivating Organizational Culture and Ethical Culture and Ethical
BehaviorBehavior
Comportamiento organizacional
M. En C. Eduardo Bustos Farías 2
OutlineOutline
••Foundation of Organizational CultureFoundation of Organizational Culture•Layers of Organizational Culture
•Four Functions of Organizational Culture
•Types of Organizational Culture
•Outcomes Associated with Organizational Culture
•How Cultures are Embedded in Organizations
••Embedding Organizational Culture Through Embedding Organizational Culture Through Socialization Processes and Mentoring.Socialization Processes and Mentoring.
•A Three-Phase Model of Organizational Socialization
•Practical Application of Socialization Research
•Attitudes
•Using Mentoring to Your Advantage
Comportamiento organizacional
M. En C. Eduardo Bustos Farías 3
Outline (continued)Outline (continued)
Fostering Ethical Organizational BehaviorFostering Ethical Organizational Behavior• A model of Ethical Behavior• Do Moral Principles Vary by Gender?• How to Improve the Organization’s Ethical Climate
Comportamiento organizacional
M. En C. Eduardo Bustos Farías 4
Organizational Culture IsOrganizational Culture Is
“The set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments.”
-- Edgar Edgar ScheinSchein
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M. En C. Eduardo Bustos Farías 5
The Layers of Organizational The Layers of Organizational CultureCulture
Observable
Artifacts
Espoused
Values
Basic Underlying
Assumptions
Source: Adapted from E H Schein, Organizational Culture and Leadership, 2nd ed (San Francisco: Jossey-Bass, 1992), p 17.
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M. En C. Eduardo Bustos Farías 6
Understanding Organizational Culture
Antecedents
• Founder’s values
• Industry & business environment
• National culture• Senior leaders’vision and behavior
Organizational Structure &
Practices
• Reward systems
• Organizational design
Organizational Culture
• Observable artifacts
• Espoused values
• Basic assumptions
Group & Social Processes
• Socialization
• Mentoring• Decision making
• Group dynamics
• Communication• Influence &
empowerment• LeadershipOrganizational
Outcomes
• Effectiveness
• Innovation & stress
Collective Attitudes &
Behavior
• Work attitudes
• Job satisfaction
• Motivation
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M. En C. Eduardo Bustos Farías 7
Four Functions of Organizational CultureFour Functions of Organizational Culture
Organizationalculture
Sense-makingdevice
Organizationalidentity
Social systemstability
Collectivecommitment
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M. En C. Eduardo Bustos Farías 8
Types of Organizational CultureTypes of Organizational Culture
ConstructiveConstructive Self-actualizing Value self-developmentand creativity
Type ofType of NormativeNormativeCultureCulture BeliefBelief CharacteristicsCharacteristics
ConstructiveConstructive Achievement Goal and achievementoriented
ConstructiveConstructive Humanistic- Participative, employeeencouraging centered, and supportive
ConstructiveConstructive Affiliative High priority on constructiveinterpersonal relationships,
and focus on work groupsatisfaction
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M. En C. Eduardo Bustos Farías 9
Types of Organizational Culture (continued)Types of Organizational Culture (continued)
Type ofType of NormativeNormativeCultureCulture BeliefBelief CharacteristicsCharacteristics
PassivePassive-- Approval Avoid conflict, strive to be likedDefensiveDefensive by others, and approval oriented
PassivePassive-- Conventional Conservative, bureaucratic, andDefensiveDefensive people follow the rules
PassivePassive-- Dependent Nonparticipative, centralizedDefensive Defensive decision making, and employees
do what they are told
PassivePassive-- Avoidance Negative reward system andDefensiveDefensive avoid accountability
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M. En C. Eduardo Bustos Farías 10
Types of Organizational Culture (continued)Types of Organizational Culture (continued)
Type ofType of NormativeNormativeCultureCulture BeliefBelief CharacteristicsCharacteristics
AggressiveAggressive-- Oppositional Confrontation and negativismDefensiveDefensive rewarded
AggressiveAggressive-- Power Nonparticipative, take charge of DefensiveDefensive subordinates and responsive to
superiors
AggressiveAggressive-- Competitive Winning is values and a win-Defensive Defensive lose approach is used.
AggressiveAggressive-- Perfectionistic Perfectionistic, persistent, and DefensiveDefensive hard-working
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M. En C. Eduardo Bustos Farías 11
Developing an Adaptive Culture
Firm succeeds.Business leaders emphasize the importance of
constituencies and leadership in creating the success.
Early business leaders create an implement a business visionand strategy that fits the business environment well.
A strong culture emerges with a core that emphasizes service to customers, stockholders, and employees, as well as the importance of leadership.
Subsequent top managers work to preserve theadaptive core of the culture.
They demonstrate greater commitment to itsbasic principles than any specific business
strategy or practice.
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M. En C. Eduardo Bustos Farías 12
Embedding Organizational CultureEmbedding Organizational Culture
• Formal statements of organizational philosophy, mission, vision, values, and materials used for recruiting, selection and socialization
• The design of physical space, work environments, and buildings
• Slogans, language, acronyms, and sayings• Deliberate role modeling, training programs,
teaching and coaching by managers and supervisors
• Explicit rewards, status symbols (e.g., titles),and promotion criteria
• Stories, legends, and myths about key people and events
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M. En C. Eduardo Bustos Farías 13
Embedding Organizational CultureEmbedding Organizational Culture(continued)(continued)
• The organizational activities, processes, or outcomes that leaders pay attention to, measure, and control
• Leader reactions to critical incidents and organizational crises
• The workflow and organizational structure• Organizational systems and procedures• Organizational goals and the associated criteria
used for recruitment, selection, development, promotion, layoffs, and retirement of people
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M. En C. Eduardo Bustos Farías 14
A Model of Organizational A Model of Organizational SocializationSocialization
Perceptual and Social Perceptual and Social ProcessesProcessesPhasesPhases
1. Anticipatory socialization
Learning that occursprior to joining the organization
• Anticipating realitiesabout the organizationand the new job
• Anticipating organization’sneed for one’s skillsand abilities
• Anticipating organization’ssensitivity to one’s needsand values
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M. En C. Eduardo Bustos Farías 15
A Model of Organizational A Model of Organizational Socialization (cont.)Socialization (cont.)
Perceptual and Social Perceptual and Social ProcessesPhasesPhases Processes
2. Encounter
Values, skills and attitudes start to shiftas new recruit discovers what theorganization is trulylike
• Managing lifestyle-versus-work conflicts
• Managing intergrouprole conflicts
• Seeking role definitionand clarity
• Becoming familiarwith task and groupdynamics
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M. En C. Eduardo Bustos Farías 16
A Model of Organizational A Model of Organizational Socialization (cont.)Socialization (cont.)
Perceptual and Social Perceptual and Social ProcessesPhasesPhases Processes
3. Change and acquisition
Recruit masters skills and roles and adjusts to workgroup’s values and norms
• Competing role demandsare resolved
• Critical tasks are mastered
• Group norms and valuesare internalized
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M. En C. Eduardo Bustos Farías 17
A Model of Organizational Socialization (continued)A Model of Organizational Socialization (continued)
PhasesPhases
1. Anticipatory socialization
2. Encounter
3. Change and acquisition
OutsiderOutsider
SocializedSocializedInsiderInsider
Behavioral OutcomesBehavioral Outcomes
• Performs role assignments
• Remains with organization
• Spontaneously innovatesand cooperates
Affective OutcomesAffective Outcomes
• Generally satisfied
• Internally motivated to work
• High job involvement
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M. En C. Eduardo Bustos Farías 18
Have you Been Adequately Have you Been Adequately Socialized?Socialized?
• Have you been adequately socialized?
• Does your employer adequately socialize employees?
• How do high levels of socialization impact a new employee’sjob satisfaction? Explain.
• What is a new employee’s role in the socialization process?
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M. En C. Eduardo Bustos Farías 19
MentoringMentoring
The process of forming and maintaining intensive and lasting developmental relationships between a variety of developers (i.e., people who provide career and psychosocial support) and a junior person (the protégé, if male; or protégée if female).
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M. En C. Eduardo Bustos Farías 20
Functions of Mentoring
Career Functions– Sponsorship– Exposure-and-Visibility– Coaching– Protection– Challenging Assignments
Psychological Functions– Role Modeling– Acceptance-and-
Confirmation– Counseling– Friendship
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M. En C. Eduardo Bustos Farías 21
Developmental Networks Associated Developmental Networks Associated with Mentoringwith Mentoring
Dev
elop
men
tal r
elat
ion
ship
div
ersi
ty
Developmental relationship strength
Source: M Higgins and K Kram, “Reconceptualizing Mentoring at Work: A Developmental Network Perspective,” Academy of Management Review, April 2001, p. 270
Strong tiesWeak ties
•D2
D1••P
•D2
D1••P
Low range
Receptive Traditional
D1•
D3•
•D2
•D4
Opportunistic
•P
D1•
D3•
•D2
•D4•P
High range
Entrepreneurial
Key: D, developer; P, protégé.
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M. En C. Eduardo Bustos Farías 22
A Model of Ethical Behavior in the A Model of Ethical Behavior in the WorkplaceWorkplace
Cultural Influences- Family
- Education-Religion
- Media/entertainment
Organizational Influences- Ethical codes
- Organizational culture- Role models
- Perceived pressure for results- Rewards/punishment system
Individual- Personality
- Values- Moral
principles- History of
reinforcement- Gender
Political/legal/economicinfluences
Ethical Ethical behaviorbehavior
Role
Role
Expe
ctatio
ns
Expe
ctatio
ns
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M. En C. Eduardo Bustos Farías 23
Institutionalization: A Forerunner of Culture
Institutionalization
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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M. En C. Eduardo Bustos Farías 24
What Is Organizational Culture?
Organizational Culture
A common perception held by the organization’s members; a system of shared meaning.
Characteristics:1. Innovation and risk
taking2. Attention to detail3. Outcome orientation4. People orientation5. Team orientation6. Aggressiveness7. Stability
Characteristics:1. Innovation and risk
taking2. Attention to detail3. Outcome orientation4. People orientation5. Team orientation6. Aggressiveness7. Stability
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M. En C. Eduardo Bustos Farías 25
Do Organizations Have Uniform Cultures?
Dominant Culture
Expresses the core values that are shared by a majority of the organization’s members.
Subcultures
Minicultures within an organization, typically defined by department designations and geographical separation.
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M. En C. Eduardo Bustos Farías 26
Do Organizations Have Uniform Cultures? (cont’d)
Core Values
The primary or dominant values that are accepted throughout the organization.
Strong Culture
A culture in which the core values are intensely held and widely shared.
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M. En C. Eduardo Bustos Farías 27
What Is Organizational Culture? (cont’d)
Culture Versus Formalization– A strong culture increases behavioral consistency and
can act as a substitute for formalization.
Organizational Culture Versus National Culture– National culture has a greater impact on employees than
does their organization’s culture.
– Nationals selected to work for foreign companies may be atypical of the local/native population.
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M. En C. Eduardo Bustos Farías 28
What Do Cultures Do?
Culture’s Functions: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.
Culture’s Functions: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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M. En C. Eduardo Bustos Farías 29
What Do Cultures Do?
Culture as a Liability:1. Barrier to change.
2. Barrier to diversity
3. Barrier to acquisitions and mergers
Culture as a Liability:1. Barrier to change.
2. Barrier to diversity
3. Barrier to acquisitions and mergers
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M. En C. Eduardo Bustos Farías 30
How Culture Begins
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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M. En C. Eduardo Bustos Farías 31
Keeping Culture AliveSelection– Concern with how well the candidates will fit into the
organization.– Provides information to candidates about the
organization.
Top Management– Senior executives help establish behavioral norms that
are adopted by the organization.
Socialization– The process that helps new employees adapt to the
organization’s culture.
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M. En C. Eduardo Bustos Farías 32
Stages in the Socialization Process
Prearrival StageThe period of learning in the socialization process that occurs before a new employee joins the organization.
Encounter StageThe stage in the socialization process in which a new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge.
Metamorphosis StageThe stage in the socialization process in which a new employee changes and adjusts to the work, work group, and organization.
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M. En C. Eduardo Bustos Farías 33
How Employees Learn Culture
• Stories• Rituals• Material Symbols• Language
• Stories• Rituals• Material Symbols• Language
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M. En C. Eduardo Bustos Farías 34
Creating An Ethical Organizational CultureCharacteristics of Organizations that Develop High Ethical Standards– High tolerance for risk– Low to moderate in aggressiveness– Focus on means as well as outcomes
Managerial Practices Promoting an Ethical Culture– 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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M. En C. Eduardo Bustos Farías 35
Creating a Customer-Responsive Culture
Key Variables Shaping Customer-Responsive Cultures1. The types of employees hired by the organization.2. Low formalization: the freedom to meet customer service
requirements.3. Empowering employees with decision-making discretion to
please the customer.4. Good listening skills to understand customer messages.5. Role clarity that allows service employees to act as “boundary
spanners.”6. Employees who engage in organizational citizenship
behaviors.
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M. En C. Eduardo Bustos Farías 36
Creating a Customer-Responsive Culture (cont’d)
Managerial Actions :
• Select new employees with personality and attitudes consistent with high service orientation.
• Train and socialize current employees to be more customer focused.
• Change organizational structure to give employees more control.
• Empower employees to make decision about their jobs.
Managerial Actions :
• Select new employees with personality and attitudes consistent with high service orientation.
• Train and socialize current employees to be more customer focused.
• Change organizational structure to give employees more control.
• Empower employees to make decision about their jobs.
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M. En C. Eduardo Bustos Farías 37
Creating a Customer-Responsive Culture (cont’d)
Managerial Actions (cont’d) :
• Lead by conveying a customer-focused vision and demonstrating commitment to customers.
• Conduct performance appraisals based on customer-focused employee behaviors.
• Provide ongoing recognition for employees who make special efforts to please customers.
Managerial Actions (cont’d) :
• Lead by conveying a customer-focused vision and demonstrating commitment to customers.
• Conduct performance appraisals based on customer-focused employee behaviors.
• Provide ongoing recognition for employees who make special efforts to please customers.
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M. En C. Eduardo Bustos Farías 38
Spirituality and Organizational Culture
Workplace Spirituality
The recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of the community.
Characteristics:• Strong sense of purpose• Focus on individual development• Trust and openness• Employee empowerment• Toleration of employee expression
Characteristics:• Strong sense of purpose• Focus on individual development• Trust and openness• Employee empowerment• Toleration of employee expression