Chapter 15 (11 Points Total, 1 point for defining each of the 5 Dimensions of Organizational Culture and 3 points each for properly documenting the use of 2 of these in the scenario)

Congratulations! You have just been promoted to the Chief Executive Officer position of Hillarys Huge Hulas, a party planning service on the big island of Hawaii. In order to keep things running smoothly, you now need to hire your replacement. In thinking about how you might bring a potential candidates attention to this job, you conclude the organizations culture might be a selling point. You remember some connection to this topic through the Dimensions of Organizational Culture.

Define the first five Dimensions of Organizational Culture from our text. Then, use two of the dimensions to help sell the organization to someone who might come to work for you.

+ - OO wey will punsied 101 laled ideas. The following list echCS dimensions of culture: 1. Values. The foundation of any organizational culture is values. A firm's philosophy is expressed through values, and values guide behavior on a daily basis. Values also contribute directly to the ethical atmosphere within a firm. A study demonstrated for example, that when top management has a lax attitude toward honesty, employee theft increases above the norm of 30 percent. (Two previous studies have shown that about 30 percent of respondents admitted to having stolen from their employers.) A positive value that contributes to a healthy organizational culture is a high re- gard for human welfare, exhibited in programs and policies that enhance employee health and well-being. One of many examples is Liberty Precision Industries. The company helps its employees develop versatile job skills. A consulting psychologist works with Liberty employees to identify specific areas in which they can improve job performance 2. Organizational stories with underlying meanings and myths. Stories are circulated in many organizations to reinforce principles that top management thinks are im- portant. An oft-repeated story is how company officials or other workers inconve- mienced themselves to satisfy a customer or client need, such as foraging through a salvage yard to find a replacement part for a customer's old machine. Myths are dramatic narratives or imagined events about the firm's history. (A myth is more exaggerated than an organizational story) Myths contribute to corporate legends help unify groups, and can build competitive advantage. At United Parcel Service (UPS), for example, stories are repeated about drivers overcoming severe obstacles or reaching inaccessible locations to deliver packages. 3. Degree of stability and rapidity of decision making. A fast-paced, dynamic firm has a different culture from that of a slow-paced, stable one. Top-level managers send out signals by their own energetic or lethar- gic stance regarding how much they welcome innovation. The degree of stability also influ- ences the strength of a culture and whether relatively un magneu events about the firm's history. (A myth is more exaggerated than an organizational story.) Myths contribute to corporate legends, help unify groups, and can build competitive advantage. At United Parcel Service (UPS), for example, stories are repeated about drivers overcoming severe obstacles or reaching inaccessible locations to deliver packages. 3. Degree of stability and rapidity of decision making. A fast-paced, dynamic firm has a different culture from that of a slow-paced, stable one. Top-level managers send out signals by their own energetic or lethar- gic stance regarding how much they welcome innovation. The degree of stability also influ- ences the strength of a culture and whether or not a culture can take root. In a relatively stable organization, decisions tend to be made deliberately, whereas in a less stable organi- zation, decisions are made more rapidly, often on the fly. Up until the last few years, Mic- rosoft was regarded as a stable organization in which decisions about new products were made deliberately and cautiously, at times leading to conservative risk taking. 4. Resource allocations and rewards. The ways in which money and other resources are al- located have a critical influence on culture. cions is part of the organizational The investment of resources sends a message about what the firm values. A basic example CLIOS Konstantin Chain is the allocation of bonuses at Jetco Delivery, a trucking firm with about 145 employees. Teamwork is a strong value at the company, so bonuses are based on team performance, not individual performance.10 5. Rites and rituals. Part of a firm's culture is made up of its traditions, or its rites and ritu- als. Few companies think they have rites and rituals, yet an astute observer can identify them. Examples include regular staff meet- ings, company picnics, retirement banquets (even for fired executives), and receptions for visiting dignitaries. A customer-related ritual is to celebrate customers who make a major purchase, such as associates clapping and smiling at CarMax when a customer leaves the lot with a vehicle just purchased from the Celebra dealer. 6. A sense of ownership. The movement toward stock c number of employees has created an ownership cultu workers are inspired to think and act like owners. Appro panies offer employee stock ownership plans, with Pu largest offering such plans." An ownership culture incl proved work effort, and the alignment of worker intere