LO5 - Changing and Strengthening Organizational Culture

• Changing/Strengthening Organizational Culture

  
• Model desired culture through actions of founders/leaders


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  • Founder’s values/personality.​
  • Transformational leaders can reshape culture and organizational change practices.
•  Align artifacts with the desired culture.

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  • Artifacts keep culture in place.
• Introduce culturally consistent rewards and recognition.​

  • Rewards are powerful artifacts.
• Support workforce stability and communication.​


  • Takes time to understand culture.​
  • Strong culture depends on frequent,​ open communication.
• Use attraction, selection, and socialization for cultural ‘fit.’​


  • Attraction-selection-attrition theory.​
  • Socialization practices.
• attraction–selection–attrition (ASA) theory 


  A theory which states that organizations have a natural tendency to attract, select, and retain people with values and personality characteristics that are consistent with the organization’s character, resulting in a more homogeneous organization and a stronger culture.
• Attraction

  Job applicants engage in self-selection by avoiding prospective employers whose values seem incompatible with their own values.
• Attraction:


  • Applicants self-select based on compatible values.
• Selection


  How well the person “fits” in with the company’s culture is often a factor in deciding which job applicants to hire
• Selection


  • Firms select applicants with compatible values
• Attrition


  • Employees with incompatible values quit/removed.
• Attrition


  People seek environments that are reasonably congruent with their personal values. They are also motivated to leave environments that are a poor fit.