MY MOVIE INTERVIEW ABOUT ORGANIZATION CULTURE

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US IN ORGANISATIONAL BEHAVIOR (ORGANISATIONAL CULTURE) GROUP   :)

THEORY ARE RELATED IN ORGANIZATION CULTURE.

ORGANIZATION CULTURE OR INDIVIDUAL

• TRAITS THEORY (1974)

Pro's 

• That leadership depends upon having certain traits allows behavior modification to become more tenable in producing good leaders, if one takes to heart the writings of B.F. Skinner. Though the theory says that the traits are innate, this is controversial and allows testing as to whether or not the traits can be developed.
• Knowing what general traits make a successful leader aids in identifying potential leaders.
• The specific traits that are listed permits them to be available for quantification or correlation with validation techniques, such as brain scans.

Con's

• One question of what has been really added to the "Great Man Theory", other than an enumeration of traits. It is controversial whether or not these traits are innate.
• "Traits" in the trait theory refer to innate characteristics and it is questionable, at best, to consider them only as a partial outgrowth of personality.
• There is no situational awareness. The terms may mean different things in different contexts. What is malevolent in one situation may be beneficial in another.

Overview

The trait theory states that leaders have certain innate traits that enable them to lead, such traits as assertiveness, dependability, persistence and adaptability it is convenient to list the elements that Ralph Stodgill (1974), the originator of the trait theory, determined [1]:

Traits	Skils
Adaptable to situations Alert to social environment Ambitious and achievement-orientated Assertive Cooperative Decisive Dependable Dominant (desire to influence others) Energetic (high activity level) Persistent Self-confident Tolerant of stress Willing to assume responsibility	Clever (intelligent) Conceptually skilled Creative Diplomatic and tactful Fluent in speaking Knowledgeable about group task Organized (administrative ability) Persuasive Socially skilled

McCall and Lombardo (1983), which expanded on the trait theory, argued that a leader is made or broken based on emotional stability, the ability to admit faults and errors, intellectual strength and having refined interpersonal skills and relations

Readmore: http://www.leadership-central.com/trait-theory.html#ixzz46hhNlEFJ

• OUCHI Z THEORY (1980)

* Focuses on increasing employee loyalty to the company by providing a job life and focusing on the employee's well being.

* Theory Z management tends to promote stable employment, high productivity, high employee morale and satisfaction.

* Management must have a high degree of confidence in its workers in order for this type of participative management to work.

* Management must have a high degree of confidence in its workers in order for this type of participate management to work.

* Theory Z management tends to promote stable employment, high productivity, high employee morale and satisfaction.

* Management must have a high degree of confidence in its workers in order for this type of participate management to work.

• ATTRIBUTION THEORY, HELDER (1958) 

- Concerned with how and why ordinary people explain events as they do.
- Heider didn’t so much develop a theory himself as emphasize certain themes that others took up.

- Two main ideas that he put forward that became influential:  1. Internal Attribution: The process of assigning the cause of behaviour to some internal characteristic, rather than to outside forces. When we explain the behavior of others we look for enduring internal attributions, such as personality traits.  For example, we attribute the behavior of a person to their personality, motives or beliefs.

  2. External Attribution: The process of assigning the cause of behaviour to some situation or event outside a person's control rather than to some internal characteristic. When we try to explain our own behavior we tend to make external attributions, such as situational or environment features.  
- Heider (1958) believed that people are naive psychologists trying to make sense of the social world.

• MC GREGOR X & Y THEORY (1960)

# McGregor's X-Y theory is a salutary and simple reminder of the natural rules for managing people, which under the pressure of day-to-day business are all too easily forgotten.

# Suggest that there are two fundamental approaches to managing people. Many managers tends towards theory x, and generally get poor results.

# Enlightened managers use theory y, which produces better performance and results, and allows people to grow and develop.

# McGregor's ideas significantly relate to modern understanding of the psychological contract, which provides many ways to appreciate the unhelpful nature of X-Theory leadership, and the useful constructive beneficial nature of Y-Theory leadership.

# Theory Y = Commitment to objectives is a function of rewards associated with their achievement.

# Theory X = The average person prefers to be directed; to avoid responsibility; is relatively unambitious, and wants security above all else.

• LEWINS CHANGE THEORY (1939)

Did leadership decision experiments in 1939 and identified three different styles of leadership, in particular around decision-making: 1. Autocratic style * Leader takes decisions without consulting with others. The decision is made without any form      of consultation. In Lewin's experiments, he found that this caused the most level of discontent. * It works when there is no need for input on the decision, where the decision would not change as a result of input, and where the motivation of people to carry out subsequent actions would not be affected whether they were or were not involved in the decision-making. 2. Democratic style  * Leader involves the people in the decision-making, although the process for the final decision may vary from the leader having the final say to them facilitating consensus in the group. *Democratic decision-making is usually appreciated by the people, especially if they have been used to autocratic decisions with which they disagreed. It can be problematic when there are a wide range of opinions and there is no clear way of reaching an equitable final decision. 3. Laissez-Faire style * To minimize the leader's involvement in decision-making, and hence allowing people to make their own decisions, although they may still be responsible for the outcome. * Works best when people are capable and motivated in making their own decisions, and where there is no requirement for a central coordination, for example in sharing resources across a range of different people and groups.

* Theory Z management tends to promote stable employment, high productivity, high employee morale and satisfaction.

video of company culture

 company tweeter

SPRITUALITY AND ORGANIZATION CULTURE

SOCIALIZATION PROCESS

SOCIALIZATION PROCESS

CREATING OF ORGANIZATION CULTURE

CREATING AN ETHICAL ORGANIZATIONAL CULTURE

MODEL 360 HRM RELATED ON ORGANIZATIONAL CULTURE

how culture begins

HOW ORGANIZATION CULTURE FORM.

HOW EMPLOYEES LEARN CULTURE

WHAT DO CULTURE DO?

culture function.

• boundary defining - role
• it conveys a sense of identity for organization members
• culture facilitates the generation of commitment to something larger than one’s individual self interest
• it enhances the stability of the social system

Culture as a liability

     The culture is treated in a non-judgmental manner and we are not saying that it is good or bad but only that it exists.

case in culture

High turnover even in the managerial ranks is fairly common in the restaurant industry. So the fact that Bubba Gump Shrimp Co., a seafood restaurant and chain with 14 locations lost no general managers during 2002 was quite a feat. How did the company do it? Company president and chief executive, Scott Barnett, gives credit to Bubba’s strong culture.

He says “we believe that people make the difference. Almost every decision we make has a people elements to it. People are discussed some might say, ad nauseam. But it is so critical to us that we have people in the right places”.

The company is obsessed with finding individuals who will embrace the chain’s strong devotion to food and respect for people. They have tried to create an atmosphere where people feel respected by people in the company and by the people that run it. People need to feel they can make a difference. Then you are empowered and that counts for a lot. There has to be integrity about the company. People are excited about being there. If they feel they are getting some thing and doing something they want to do and the organization is behind them, issues about long workdays and all that become less of a problem.

A powerful device for hiring the right people at Bubba Group is the job interview. The firm calls it a working interview. Job candidates are required to work on the floor. They greet customers at tables, help run food, see how the kitchen operates and get a look at what working at the restaurant is like. This gives prospective employees realistic insights into the company’s culture and the job they will be doing. It also gives management an opportunity to see how well the candidate fits in with staff and customers.

more at http://www.citeman.com/3998-what-do-cultures-do.html#ixzz46j0D88B9