Organization Culture
Lecture 4
Organisational Culture and Change
[Stephen P. Robbins & Mary Coulter, 2012, Management, 11th Ed., Pearson, Essex, England]
1. What is organizational culture?
2. Strong cultures
3. Where culture comes from and how it continues
4. How employees learn culture
5. How does culture affects managers
6. Changing organizational culture
7. Current issues in organizational culture
Note: This topic represents the managers’ internal environment, thus, is a continuation of Lecture 3: The Manager’s Environment.
1. What is organizational culture?
W.L. Gore % Associates, a company known for its innovative and high quality fabrics used in outdoor wear and other products, understands the importance of organizational culture. Since its founding in 1958, Gore has used employee teams in a flexible, non-hierarchical organizational arrangement to develop its innovative products. Employees, called associates, at Gore are committed to four basic principles articulated by the company founder, Bill Gore:
1. Fairness to one another and everyone you come in contact with 2. Freedom to encourage, help, and allow other associates to grow in knowledge , skill, and scope of responsibility 3. The ability to make your own commitments and keep them 4. Consulting other associates before taking actions that could affect the company’s reputation
After a visit to the company, one analyst reported that an associate told him, “If you tell anybody what to do here, they’ll never work for you again.” That’s the type of independent, people-oriented culture Bill Gore wanted. And it works well for the company – it earned a position on Fortune’s annual list of “100 Best Companies to Work For” every year since the list began in 1998, one of only three companies to achieve that distinction.
* Organizational Culture - The shared values, principles, traditions, and ways of doing things that influence the way organizational members act. These shared values and
Organisational Culture and Change
[Stephen P. Robbins & Mary Coulter, 2012, Management, 11th Ed., Pearson, Essex, England]
1. What is organizational culture?
2. Strong cultures
3. Where culture comes from and how it continues
4. How employees learn culture
5. How does culture affects managers
6. Changing organizational culture
7. Current issues in organizational culture
Note: This topic represents the managers’ internal environment, thus, is a continuation of Lecture 3: The Manager’s Environment.
1. What is organizational culture?
W.L. Gore % Associates, a company known for its innovative and high quality fabrics used in outdoor wear and other products, understands the importance of organizational culture. Since its founding in 1958, Gore has used employee teams in a flexible, non-hierarchical organizational arrangement to develop its innovative products. Employees, called associates, at Gore are committed to four basic principles articulated by the company founder, Bill Gore:
1. Fairness to one another and everyone you come in contact with 2. Freedom to encourage, help, and allow other associates to grow in knowledge , skill, and scope of responsibility 3. The ability to make your own commitments and keep them 4. Consulting other associates before taking actions that could affect the company’s reputation
After a visit to the company, one analyst reported that an associate told him, “If you tell anybody what to do here, they’ll never work for you again.” That’s the type of independent, people-oriented culture Bill Gore wanted. And it works well for the company – it earned a position on Fortune’s annual list of “100 Best Companies to Work For” every year since the list began in 1998, one of only three companies to achieve that distinction.
* Organizational Culture - The shared values, principles, traditions, and ways of doing things that influence the way organizational members act. These shared values and