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COMM2378 - Unpacking Organizational Culture

Tutorial Presentation Week 10 Vo Minh Giang - s3324408 Pham Khoi Nguyen - s32670747

Giang Vo Minh

on 27 April 2012

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Transcript of COMM2378 - Unpacking Organizational Culture

Unpacking Organizational Culture Five Main Characteristics Communicating Culture Organizational Subcultures http://smallbusiness.chron.com/DM-Resize/photos.demandstudios.com/getty/article/184/77/87618993.jpg Organizational Culture: set of artifacts, values, assumptions that emerge from the interactions of organizational members

Values & Assumptions Emotionally Charged Foreground & Background Inextricably Linked to Organizational Members Dynamic, Not Static Different sets of artifacts, values, and assumptions. Occupational roles Geographical locations Hierarchical levels Age Gender Races Informal Subgroups Similar interests Friendship among members Members can be belong to more than one subcultures Types of relationships to the primary Organizational Culture Enhance by supporting core values, norms Develop different methods to achieve same organizational goals Reject and conflict with organizational goals Add more values and norms to the core organizational culture Exist together in harmony, conflict, or indifference http://www.25hourbooks.com/wp-content/uploads/2010/11/hp-badge.jpg http://cl.jroo.me/z3/V/R/q/d/a.aaa-Programmers-VS-User.jpg http://www.blogcdn.com/www.tuaw.com/media/2005/11/googleappleretailmap.png http://gazette.gmu.edu/images/crest2.jpg Use symbols, messages, and meanings to communicate (and create) their organizational cultures Meanings can be different for different organizational members Different groups and individuals construct their view of the organization and its activities differently Communication in an organization is constrained by the prior reality and also shapes the existing reality The Process of Organizational Culture References Bisel, SR, Messersmith, AS & Keyton, J 2009, 'Understanding Organizational Culture and Communication through a Gyroscope Metaphor', Journal of Management Education, vol. 34, no. 3, pp. 342-366.
Chayen, L 2009, Google Case Study, blog post, 27 September, viewed on 17 April 2012, <http://laetitia-chaynes.com>.
Eisenberg, EM, Murphy, A & Andrews, L. 1998, 'Openness and Decision Making in the Search for a University Provost', Communication Monographs, no. 65, pp. 1-23.
Joseph, P 2002, 'Understanding Functional Subcultures in Organizations: An Exercise', Appalachian State University.
Keyton, J 2005, Communication and Organizational Culture, Sage Publication, California.
Trice, HM & Beyer, JM 1993, The Cultures of Work Organizations, Englewood Cliffs, NJ: Prentice Hall.
Kuhn, T & Nelson, N 2002, ‘Reengineering Identity: A Case Study of Multiplicity and Duality in Organizational Identification’, Management Communication Quarterly, no. 16, pp. 5-38.
Miller, K 2002, ‘The Experience of Emotion in the Workplace: Professing the Midst of Tragedy’, Management Communication Quarterly, no. 15, pp. 571-600.
(Eisenberg, Murphy & Andrew 1998) (Reproduced from: Keyton 2005)
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