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1 OrganizationalCulture 2 WhatIsInstitutionalization Permanence Immortality Value Behavior 3 WhatIsOrganizationalCulture Asystemofsharedmeaningheldbymembersthatdistinguishestheorganizationfromotherorganizations 4 WhatIsOrganizationalCulture InnovationandrisktakingAttentiontodetailOutcomeorientationPeopleorientationTeamorientationAggressivenessStability 5 DoOrganizationsHaveUniformCultures CoreValues Subcultures DominantCulture 6 7 OrganizationalCulture DefiningboundariesConveyingidentityPromotingcommitmentControllingbehavior ImpedingchangeInhibitingdiversityBlockingmergersBlockingacquisitions Functions Liabilities 8 HowACultureBegins Indoctrination Socialization HiringandRetention BehaviorandRoleModeling 9 10 HowOrganizationalCulturesForm PhilosophyoftheOrganization sFounders OrganizationalCulture Selection TopManagement Socialization 11 HowEmployeesLearnCulture MaterialSymbols Language Stories Rituals 12 Networked Communal Mercenary Fragmented Sociability Low High Four CultureTypology High Low Cohesiveness 13 Power Roles Person Task InstitutionalTheory 14 CentralpowersourceTraditionallysmall entrepreneurialorganizationsPowerringsarecentersforactivityandinfluenceStringsarefunctionsandspecialtiesUsuallyspawnsotherorganizationsMustconcentrateonafewactivitiestoworkwellMore PowerCulture 15 Basedupontrust empathyandpersonalconversationMaybeabrasiveandcompetitiveandresultinturnoverFewpolicies proceduresControlexercisedbyselectionofkeypeopleProud strong flexibleLotsoffaithplacedinindividuals littleincommitteesTradeunions property tradingandfinancecompanies PowerCulture 16 Strengthinpillars functionsorspecialties Workandinteractioninpillarscontrolledby Proceduresforroles jobdescriptions ProceduresforcommunicationProceduresfordisputesCoordinatedattopbynarrowbandofseniormanagement RoleCulture 17 Strengthinpillars functionsorspecialties Workandinteractioninpillarscontrolledby Proceduresforroles jobdescriptions ProceduresforcommunicationProceduresfordisputesCoordinatedattopbynarrowbandofseniormanagementMore RoleCulture 18 Job projectorientedBringtogetherappropriateresources rightpeopleatrightlevel InfluencebasedmoreonexpertpowerthanpositionorpersonalpowerGroups projectteams mutualobjectiveofaccomplishingtaskMore TaskCulture 19 AdaptablecultureTMTmainlyresponsibleforresourceallocationtoprojectsteams notdaytoday handson Goodforshortproductlifecycle flexible changingenvironmentsCusttomeralwaysright productreallyimportantWhenresourcesdwindle stageripeforpoliticsAdagencies consultants defensecontractors TaskCulture 20 SelforientedPeopleworkforthemselvesandonlybandtogetherfortheirownbettermentPsychologicalcontract organizationissubordinatetoindividualanddependsontheindividualforexistenceMore PersonCulture 21 InfluenceissharedPowerbaseisexpert ifneeded PeopledowhattheyaregoodatIforganizationachievesitsownidentityitbecomesataskcultureatbest moreoftenRoleorPowerArchitects lawyers doctors professors PersonCulture 22 HowOrganizationalStructureImpactsPerformanceandSatisfaction ObjectiveFactorsInnovation risktakingAttent
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