Presentation Title Here Organisational Behaviour MAN201 Lecture Ten Culture Organisational Behaviour MAN201 Lecture Eleven Culture COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969 WARNING This...

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Presentation Title Here Organisational Behaviour MAN201 Lecture Ten Culture Organisational Behaviour MAN201 Lecture Eleven Culture COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969 WARNING This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 (the Act). The material in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection under the Act. • The lecture material contains content owned by Kaplan Business School and other materials copyrighted by Pearson Australia, 2011, ‘Organisational Behaviour’ by Robbins, Judge, Millet & Boyle Do not remove this notice. The Big Idea Culture in a workplace is not often understood, examined or developed. It just develops from the personality of the bosses. Learning Objectives • Understand what is organisational culture? • What are the 7 characteristics of organisational culture? • What are the good and bad bits of culture? • Know how culture is created. • Understand the connection between ethical and positive organisational culture • Understand the link between national culture and organisational culture. Enquiry Question What is the dominant student culture at Kaplan? Organisational Culture defined Refers to a system of shared meaning held by members that distinguishes one organisation from another. Organisational Culture (OC) is concerned with how employees perceive of an organisation’s culture, not with whether they like them. It is different to job satisfaction. 7 characteristics of OC 1. Innovation and risk-taking – The degree to which staff are encouraged to take risks or be innovative. 2. Attention to detail – The degree to which staff care about the detail. 3. Outcome orientation – The focus on results or outcomes rather than just process. 4. People orientation – The degree to which management cares about its people. 5. Team orientation The degree to which work is organised in teams rather than for individuals. 6. Aggressiveness The amount of aggressive behaviour and competiveness 7. Stability The degree to which status quo is maintained rather than growth. How employees learn culture Stories and rituals • Resulting from past performance and developed over time highlighting good qualities Status and language • The way status is shared and language is inclusive. Often surfaces as a negative and can shape poor culture. Culture v Values Everyone organisation seems to state their core values but few state their current or desired culture. https://www.youtube.com/watch?v=Rd0kf3wd120 However, some argue that it is more than “how we do things around here”. https://www.youtube.com/watch?v=92lg7EvwKBE https://www.youtube.com/watch?v=Rd0kf3wd120 https://www.youtube.com/watch?v=92lg7EvwKBE Strong v Weak Culture • How do you know if the culture is Strong? – If most employees have the same opinion about the “purpose of the organisation’ and its “values” through surveys then the culture is strong – Strong culture is intensely held and shared – Strong culture should have low turnover – Strong culture will reject employees who don’t live it like a virus! How is Culture created • Founders and CEOs create culture – Founders and CEO’s demonstrate the behaviour they expect and hire people hopefully who agree. – Senior management have to live the values for the culture to follow them • Purpose has to be clear and shared – The organisation has to have a clear purpose that all staff agree with – Every decision asks “is that enhancing what we are here for” that is, does this achieve our purpose. • Respecting people is at the centre of all strong culture – If management make decisions that don’t respect customers or staff then culture weakens – Strong culture creates the climate for staff to prosper and excel How is Culture created cont: • Employees treat customers the way they are treated – If management does not live the values for their staff then staff will not live the values for the customers • The selection process embeds the values in who is chosen to work in the organisation – The organisation has to have a clear understanding of what the culture is before it can influence recruitment – Every selection asks “is this future employee going to fit in with the culture here?”. • The stories, rituals and symbols reinforce the culture – If management make decisions that don’t respect the culture then employees will loudly question them. – Strong culture creates the climate for staff to proudly say why they work for the company and repeat stories of outcomes they think are outstanding. Culture of Engagement This video show a few techniques on how to get a culture of engagement. See how many you can spot! https://www.youtube.com/watch?v=IZA94smSkQg Copyright ©2014 Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442558786 /Robbins/Organisational Behaviour/7e https://www.youtube.com/watch?v=IZA94smSkQg Ethical and Positive Connections Ethical and positive behaviours  Rewards rather than punishes  Accepts failures with learning  Builds employees strengths  Values employee opinions  Looks for win-win outcomes  Asks if every decision is ethical  Celebrates success with all staff Negative behaviours  Avoidance in decisions  Authoritative command  Poor Communication  Bringing in outsiders who don’t match the culture  Constant restructuring the organisation through hiring and firing  Picks winners and rewards only a favoured few •SOURCE: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional Approach, Prentice Hall, Upper Saddle River, NJ, 1974, pp. 59–89. Cultural Influences on culture • Global Influences – Organisational culture often reflects national culture but strong culture is not limited by it. • Cultural sensitivities – Strong culture is culturally sensitive – Positive culture embraces the best practices from all nationalities but is respectful of all its customers cultures. Spiritual culture • What is spirituality? – It is not about God but embraces the view that employees have both a mind and spirit and thus seeks to support and develop both. • Giving purpose – Strong culture gives purpose to employees work so that they are part of something bigger that is worthwhile – Positive culture makes employees want to come to work not because they have to.
Answered Same DayJun 02, 2021MAN201

Answer To: Presentation Title Here Organisational Behaviour MAN201 Lecture Ten Culture Organisational Behaviour...

Akansha answered on Jun 04 2021
122 Votes
Script of Podcast
Strong Culture
1: Hey, we have heard a lot about the organizational strong culture can you please brief that what exactly it is?
2:
Yes of course why not….. If we talk about culture it is the unique attribute of every personal, professional place, the working of every individual place depends upon the culture of that place. Culture is considered to be a set of ethics, values or beliefs that a place or an individual possess in order to serve the self and society better. The strong organizational culture is the key success factors of a company because the strong culture in an organization motivates the employees to do better work which enhances the productivity. A strong organizational culture is one that is permeate in the whole organization (management and the employees) and because of this it makes the management understand what should is required from them in order to achieve the objectives of the organization. The main purpose of this kind of culture is that it is not required for the organizations to set a long listed policies but the employees themselves are motivated enough to perform the task as per the requirement.
1: Thank you so much that was really well explained. Please throw light on how the organizational culture affects the organizational behavior?
2: very nice question you have asked, really it is important to understand that bot the organizational culture and the behavior are inter related. The culture defines the behavior, if any change is to be made in the culture...
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