Shared Values

Shared Beliefs

Shared Norms

Influences the way employees: Think, Feel, and Behave towards each other

1. Provides sense of Identity for members
2. Enhances commitment to the organizations mission
3. Clarifies and reinforces standards of behavior

What are Organizational Values?

Guiding Principles

(Desireable or Undesireable)

• Behaviors
• Events
• Situations
• Outcomes

Terminal

• Desired Outcomes

Instrumental

• Desired modes of Behaviors

• Quality
• Responsiveness
• Innovativeness
• Excellence
• Economy
• Morality
• Profitability

• Hard Working
• Respecting Traditions
• Respecting Authority
• Being Conservative
• Being Frugal
• Being Creative
• Being Honest

Employees Learn Through:

1. Ceremonial: Rights and Ceremonies
2. Signs Symbols and Stories
3. The Organizational Language

• Rites of Passage
• Rites of Integration
• Rites of Enhancement

• Characteristics of People Within an Organization
• Organizational Ethics
• Design of Organizational Structure
• Nature of Employment Relationship

• Societal Ethics
• Professional Ethics
• Individual Ethics

• Values and Norms help organization build momentum, grow, and change to achieve goals
• Investment in Employees
• Merit Rewards

Inert Culture

• Values and norms fail to motivate or inspire employees
• Stagnation
• Minimal investment in employees
• Little incentive for improvement

1. Establish rules and norms that outline organization's ethical position
2. Demonstrate commitment to following rules
3. Reduce incentives for unethical behavior

• Lapses in Individual Ethics
• Ruthless Pursuit of Self Interest
• Outside Pressure

From Low to High

1. Obstructive
2. Defensive
3. Accomodating
4. Proactive

What is Power?

• The ability to change behavior of others

Everyone has it to some degree

Power is not always legitamate

• The right to try and change or direct others in pursuit of agreed upon common goals
• Includes the notion of legitamacy

Weaker and less reliable than power

Relies on particular tactics and often employs face-to-face interactions.

Therefore it is more subtile

• Compliance
• Identification
• Internalization

"Compliance and Influence focus solely on outcome"

Compliance

• When an employee accepts a manager's influence attempt, because he believes he will be rewarded or avoid being punished
• Behavior is being motivated by concern with rewards and punishment

• Behavior is congruent with one's value system
• Occurs when an employee accepts an influence attempt because he or she believes that the resulting behavior is correct and appropriate.
  

(John French and Bertram Raven 5 distinct sources of Power)

• Reward Power
• Coercive Power
• Legitimate Power
• Referent Power
• Expert Power

• Ability to determine who will recieve particular rewards
• "The Carrot"- giving promotions, raises, job assignments
• To work: Align performace with Rewards

• The capacity to produce fear through threat of punishment
• "The Stick" - Demotions, salary cuts, suspention, termination, or simply denial of emotional support
• To work: Use it at appropriate times

• Comes from the willingness of others to accept a person’s direction
• Feel an obligation to follow the person’s lead and submit to their authority
• Two sources of legitimate power
  • Social conditioning
  • Designation
• Legitimate power is effective only if it’s accepted by the people it is designed to control. If they withdraw that acceptance, the power goes away

• Derives from people’s desire to identify with the qualities of an attractive individual
•  Ex: Tom Hanks, Oprah Winfrey, Tiger Woods

• People able to direct others because they are perceived as knowledgeable or talented in a given area
•  Can occur at any level of an organization

• Activities taken within organizations to acquire, develop and use power and other resources to obtain one’s preferred outcomes in a situation in which there is uncertainty or disagreement about choices.
• Essential to successful organizations
• Must be managed/controlled

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• Take no prisoners
  • Doing something unpopular or distasteful compliments
• Divide and conquer
  • Create a feud among two or more people so that they will be continually off balance and thus unable to mount an attack against you
•  Exclude the opposition
  • Keep rivals away from important meetings and social occasions

• Violating the chain of command
  • A person feels that they need to speak with their boss’s boss, either to complain about his/her treatment at the hands of their own boss or to serve as an informant
  • Some exceptions
• Losing your cool
  • Affects your reputation
• Saying no to top-level management
• Upstaging your supervisor
• Challenging cherished beliefs

1. Shotgun
2. Tactician
3. Ingratiators
4. Bystanders

What are control systems?

• Policies, Procedures
• Information Systems

• To prevent personal goals to overtake the organizational goals
• Direct peoples efforts toward organizational goals

Standards or Styles of Behavior that are considered acceptable or typical for a group of people

• Collective
• Formal
• Sequential
• Fixed
• Serial
• Divestiture

• Individual
• Informal
• Random
• Variable
• Disjunctive
• Investiture

Collective vs Individual

• Collective tactics provide newcomers with common learning experiances designed to produce a standardized response to a situation
• Individual Tactics: each newcomers learning experiances are unique

• Formal Tactics: Newcomers are segregated from existing employes
• Informal Tactics: Newcomers learn from existing employees

• Sequential: Explicit Information
• Random: Based on interests and individual needs

• Fixed: precise time table of progression
• Variable: no time table of newcomers progression

Serial vs Disjunctive

• Serial: Existing employees are role models
• Disjunctive: newcomers figure things out on their own

• Divestiture: newcomers are ignored or taunted
• Investiture: newcomers reviece positive social support

Defensive Approach