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Chapter Nine Organizational Culture and Ethical Values ©2000 South-Western College Publishing Cincinnati, Ohio Daft, Organizational Theory and Design, 7/e
Levels of Corporate Culture Observable Symbols Ceremonies, Stories, Slogans, Behaviors, Dress, Physical Settings Underlying Values, Assumptions, Beliefs, Attitudes, Feelings
Relationship of Environment and Strategy to Corporate Culture Needs of the Environment Flexibility Stability External Adaptability/ Entrepreneurial Culture Mission Culture Strategic Focus Clan Culture Bureaucratic Culture Internal Sources: Based on Daniel R. Denison and Aneil K. Mishra, “Toward a Theory of Organizational Culture and Effectiveness,” Organization Science 6, no. 2 (March-April 1995): 204-23; R. Hooijberg and F. Petrock, “On Culture Change: Using the Company Values Framework to Help Leaders Execute a Transformational Study,” Human Resource Management 32 (1993): 29-50; and R. E. Quinn, Beyond Rational Management: Mastering the Paradoxes And Competing Demands of High Performance (San Francisco: Jossey-Bass, 1988).
Ethical Values in Organizations • Ethics • Rule of Law • Managerial Ethics • Social Responsibility • Ethical Dilemma
Forces That Shape Managerial Ethics Personal Ethics Organizational Culture Beliefs and Values Moral Development Ethical Framework Rituals, Ceremonies Stories, Heroes Language, Slogans Symbols Founder, History Is Decision or Behavior Ethical and Socially Responsible? Organizational Systems External Stakeholders Structure Policies, Rules Code of Ethics Reward System Selection, Training Government Regulations Customers Special Interest Groups Global Market Forces
Formal Structure and Systems of the Organization • Ethics committee • Ethics ombudsperson • Whistle-blowing • Code of ethics • Training programs
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