【正文】 re known as subcultures. ? Subcultures are smaller cultures that develop within a larger anizational culture that are based on differences in training, occupation, or departmental goals. Copyright 169。 2023 Pearson Canada Inc. Chapter 8 / Slide 65 Subcultures (continued) ? Effective anizations develop an overarching culture to manage differences between subcultures. Copyright 169。 2023 Pearson Canada Inc. Chapter 8 / Slide 66 The “Strong Culture” Concept ? A strong culture is an anizational culture with intense and pervasive beliefs, values, and assumptions. ? A strong culture provides great consensus concerning “what the anization is about” or what it stands for. ? Weak cultures are fragmented and have less impact on anizational members. Copyright 169。 2023 Pearson Canada Inc. Chapter 8 / Slide 67 Organizations with Strong Cultures ? Some anizations that are generally agreed to have strong cultures: – Hilti (Canada) Corp. – Boston Pizza – WestJet Airlines Copyright 169。 2023 Pearson Canada Inc. Chapter 8 / Slide 68 The “Strong Culture” Concept (continued) ? An anization does not have to be big to have a strong culture. ? Strong cultures do not necessarily result in blind conformity. ? Strong cultures are associated with greater success and effectiveness. Copyright 169。 2023 Pearson Canada Inc. Chapter 8 / Slide 69 Assets of Strong Cultures ? Coordination – The overarching values and assumptions of strong cultures can facilitate munication and coordination. ? Conflict Resolution – Sharing core values is a powerful mechanism for resolving conflicts. Copyright 169。 2023 Pearson Canada Inc. Chapter 8 / Slide 70 Assets of Strong Cultures (continued) ? Financial Success – Strong cultures contribute to financial success and anizational effectiveness when the culture supports the mission, strategy, and goals of the anization. – WestJet Airlines is a good example. It has consistently been ranked as having one of the most admired corporate cultures in Canada. Copyright 169。 2023 Pearson Canada Inc. Chapter 8 / Slide 71 Liabilities of Strong Cultures ? Resistance to Change – A strong culture can prove very resistant to change and can damage a firm’s ability to innovate. ? Culture clash – Strong cultures can mix badly when a merger or acquisition pushes two of them together under the same corporate banner. Copyright 169。 2023 Pearson Canada Inc. Chapter 8 / Slide 72 Liabilities of Strong Cultures (continued) ? Pathology – Some strong cultures can threaten anizational effectiveness simply because the cultures are, in some sense, pathological. – Cultures based on beliefs, values, and assumptions that support infighting, secrecy, and paranoia. Copyright 169。 2023 Pearson Canada Inc. Chapter 8 / Slide 73 Contributors to the Culture ? How are cultures built, maintained, and changed? ? Two key factors that contribute to the foundation and continuation of anizational cultures: – The founder’s role – Socialization Copyright 169。 2023 Pearson Canada Inc. Chapter 8 / Slide 74 The Founder’s Role ? Many cultures, especially strong cultures, reflect the values of an anization’s founder. ? Top management strongly shapes an anization’s culture. ? Sometimes, the culture begun by the founder can cause conflict when top management wishes to see an anization change direction. Copyright 169。 2023 Pearson Canada Inc. Chapter 8 / Slide 75 Socialization ? The precise nature of the socialization process is a key to the culture that emerges in an anization. ? Socialization is one of the primary means by which individuals can learn the culture’s beliefs, values, and assumptions. ? Organizations with strong cultures go to great pains to expose employees to a careful stepbystep socialization process. Copyright 169。 2023 Pearson Canada Inc. Chapter 8 / Slide 76 Socialization Steps in Strong Cultures ? Step 1: Selecting Employees ? Step 2: Debasement and Hazing ? Step 3: Training “in the Trenches” ? Step 4: Reward and Promotion ? Step 5: Exposure to Core Culture ? Step 6: Organizational Folklore ? Step 7: Role Models Copyright 169。 2023 Pearson Canada Inc. Chapter 8 / Slide 77 Socialization Steps in Strong Cultures (continued) ? It is the consistency among these steps and their mutually reinforcing properties that make for a strong culture. ? Disney pany is a good example of a pany that uses many of these steps. Copyright 169。 2023 Pearson Canada Inc. Chapter 8 / Slide 78 Diagnosing a Culture ? One way to grasp a culture is to examine the symbols, rituals, and stories that characterize the anization’s way of life. ? For insiders, symbols, rituals, and stories are mechanisms that teach and reinforce the culture. Copyright 169。 2023 Pearson Canada Inc. Chapter 8 / Slide 79 Symbols ? Symbols are strong indicators of corporate culture. ? Some executives are particularly skilled at using symbols consciously to reinforce cultural values. Copyright 169。 2023 Pearson Canada Inc. Chapter 8 / Slide 80 Rituals ? Rites, rituals, and ceremonies can convey the essence of a culture and can include: – Popcorn parties – Beach parties – Employee nights – Award ceremonies Copyright 169。 2023 Pearson Canada Inc. Chapter 8 / Slide 81 Stories ? The folklore of anizations – stories about past anizational events – is a mon aspect of culture. ? Stories municate “how things work” and reflect the uniqueness of anizational cultures. ? A few mon themes underlie many anizational stories. ? Issues of equality, security, and control underlie many stories. Copyright 169。 2023 Pearson Canada Inc. Chapter 8 / Slide 82 Stories: Common themes ? Is the big boss human? ? Can the little person rise to