9/15/15 HRM NOTES
9/15/15 HRM NOTES HRM 1101-402
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This 5 page Class Notes was uploaded by Sara Will on Thursday September 17, 2015. The Class Notes belongs to HRM 1101-402 at Temple University taught by Rush, Jameel U. in Summer 2015. Since its upload, it has received 43 views. For similar materials see Leadership and organizational management in Public Relations at Temple University.
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Date Created: 09/17/15
HRM 91515 NOTES o Culture 0 values idea that person or group believes profound drivers of behavior 0 attitudes predispose how we perceive situations 0 Norms internalized agreed upon ways of doing things often unspoken folkways MORES gt sometimes codified into laws o Corporate culture 0 how things are done around here starts with a vision usually founder or strong executive reinforced overtime supported by processesstoriesritesritualsslogansheroesvaluesbeliefsstandards integrated into organization39s performance management system difficult to radically change corporate culture once entrenched o how to find out about culture read press about company how is the company described read company website values what is important ask employees about behind the scenes 0 ask interviewers o cultural leaders 0 articulate vision for organizational culture that employees can believe in and connect with 0 encourage day to day activities that reinforce cultural vision 0 corporate cultures reflect personality of founder 0 great cultural leaders thomas edison jack welch jeff immelt all general electric steve jobs apple herb kelleher southwest airlines 0 levels of corporate surface level visible o artifacts dressoffice layoutsymbolsslogansceremonies deeper values and shared understandings held by organization members invisible o expressed values o underlying assumptions and deep beliefs why is culture important at work o diversity 0 essential to interact with other cultures 0 multicultural workforces o conducting business outside home country o organizational culture regulates behavior 0 impliciaty o explicitly o effectively o dimensions of national and organization culture 0 values norms and other dimensions subcultures regional OOO ethnicity social classes 0 culture change constant internal conflict for people o how can we link organizational culture with business leisure o competing values model of organizational culture clan culture 0 quotInternally focused on involvement and participation of employees to meet changing needs quotHigh value on meeting employee needs may be familylike and caring quotValues cooperation consideration avoidance of status differences quotExamples Google Wawa Starbucks hierarchy culture 0 quotInternal focus with an orientation toward a stable environment quotValues Following the rules and thriftiness quotRewards a methodical orderly rational way of doing things quotExample Some government agencies including some areas in the military nuclear power plants some hospitals 0 adhocracy culture o external focus with need to detectinterprettranslate signals quickly make quick decisionsresponsiveness is high valuedmanagers reward creativityinitiativeexperimentation and risk taking ie marriott nordstrom market culture 0 quotExternal resultsoriented cultures serving specific customers without need for great flexibility quotValues competition aggression personal initiative quotValues results and people who work long hours to get them quotEmphasizes winning and meeting ambitious goals quotExample American Express Citigroup General Electric balanced culture T an E1 5 E if Elan Eultuire Hermhy mltum E LL Tu m 1 3 E E numeracy Gulture Mamet culture fur IL ll Flexible Stable Etmctlunre Etmcture how can we link organization culture with business leisure 0 strong and weak cultures 0 strong culture central values and norms upheld by most members empowered employees committed and self confident 0 weak culture values and norms shared by limited group employees goals may not be in line with management o how can we study organizational culture 0 edgar schein s level of culture observable artifacts 0 We can observe some parts of culture but other parts are less obvious o Schein s Organizational Culture Model 0 quotDress Code below 5 things 0 quotLanguage and Jargon quotInterpersonal Relationships quotTechnology quotOffice Layout quotCeremonies EDGAR SCHEIN S LEVELS OF CULTURE VALUES AND ATrlTUDES AND BASIC ASSUMPTIONS I espoused values I enacted values I basic assumptions 0 MYTHS HEROES TABOOS SACRED SYMBOLS LANGUAGE I myths and heroes 00000 0 myths o hero 0 support socialization I taboos 0 strong prohibitions o exist in all cultures I sacred symbols 0 untouchable and questionable o difficult to change I language I organizational culture I choice language has impact 0 LEADERS AND MANAGERS AS ETHNOGRAPHERS I quotBeyond Simple Observation nEthnography Used to study organizations Includes observation and coinquiry People observe and collaborate quotAppreciative Inquiry o cultural creation what is your ideal company culture look like how do your employees behave how will it make your company more productive WHAT IS IMPORTANT TODAY 0 people issues over last century 0 organizational culture developed haphazard ways 0 current culture39s problematic 0 customer service superior service service is priority in businesses dependent on good leadership 0 diversity and inclusion cultures customer service not enough for long term success diverse now diversity likely to produce benefits 0 ethical cultures value support employee ethical behavior important for ethics to be institutionalized o innovative cultures innovate to remain competitive support employees o create problem solving o formulate breakthrough ideas o new products o effective and efficient ways to work 0 cultures that support sustainability and service socially cultural change support whole person mind body heart spirit attention to health and psychological well being wide variety organizations o how can hr support development of positive organizational cultures 0 push strategy sexual harassment role of HR o education and awareness o compliance and consequences o what can we do to create positive and powerful cultures 0 use empathy to understand culture selfawareness and management and empathy develop intelligence o adaptablepatientflexible cognitive intelligence emotional and psychical leading culture change o respect groups values slow down to speed up start at bottom up strategy 0
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