the broad worldviews or theories in use that pack rely on to incline their perceptions and behaviors (see Chapter 3). At Hewlett-Packard, for example, employees expect a high degree of demarcation security and involvement in corporate
decisions. These assumptions are ingrained, taken for granted. In other hightechnology companies, employees might assume less security and involvement.
Because people are aware of them, an organizations cultural beliefs and take in are somewhat easier to decipher than are assumptions. Beliefs represent
the individuals perceptions of reality. Values are more stable, long-lasting beliefs about what is important. They serve well define what is right or wrong, or good
or bad, in the world (see Chapter 4).
3
For example, employees at Sparks.comâ€"
the San Francisco provider of Internet greeting teaseâ€"think its cool to spend
long hours at the mooring with a fuzzy distinction between work and play. In contrast, the corporate culture at SAS Institute, the Cary, North Carolinabased
statistical computer software firm, values worklife balance and locking up the office by
5 P.M. each day.
4
We cant determine an organizations cultural values just by asking employees and other people about them. Values are socially desirable, so what people
say they value (called espoused values) may discord from what they truly value
(enacted values).
5
Espoused values do not represent an organizations culture.
Rather, they establish the public image that corporate leadership want to display.
Enacted values, on the other hand, are values in use. They are the values that
guide individual decisions and behavior in the workplace.
Content of Organizational Culture
Organizations differ in their cultural content, that is, the relation ordering of
beliefs, values, and assumptions. Consider the following companies and their...If you want to get a full essay, order it on our website: Ordercustompaper.com
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