CA Anushri Agrawalanulohia.agrawal@gmail.com

www.anushriagrawal.com

CA Anushri Agrawalanulohia.agrawal@gmail.com

www.anushriagrawal.com

WHAT ?

H.S. BECKER, “ A system of shared meaning held by members that distinguishes theorganization from other organizations.”

H.S. BECKER, “ A system of shared meaning held by members that distinguishes theorganization from other organizations.”

•SHARED things ( theway people dress)•Shared saying( lets godown to work )•Shared actions ( serviceoriented approach )•Shared feelings ( hardwork is rewarded here )

norms

Patterns of behavior

•SHARED things ( theway people dress)•Shared saying( lets godown to work )•Shared actions ( serviceoriented approach )•Shared feelings ( hardwork is rewarded here )

•SHARED things ( theway people dress)•Shared saying( lets godown to work )•Shared actions ( serviceoriented approach )•Shared feelings ( hardwork is rewarded here )

symbols

assumptions

values

norms

CULTURE2CA ANUSHRI AGRAWAL

JRD TATA defined OrganizationCulture as :

A group feeling with nameTATAHonesty, reliability andtrustworthinessInnate loyalty and sharing ofbeliefs andPride of being different fromothers

OC at Infosys : C-LIFE i.e.

Customer delight leadership by exampleIntegrity and transparencyFairness andPursuit of excellence

JRD TATA defined OrganizationCulture as :

A group feeling with nameTATAHonesty, reliability andtrustworthinessInnate loyalty and sharing ofbeliefs andPride of being different fromothers

OC at Infosys : C-LIFE i.e.

Customer delight leadership by exampleIntegrity and transparencyFairness andPursuit of excellence

S.P. Robbins, “Culture is a common perception held by organizationalmembers and a system of shared meanings and values which would

distinguish an organization from the other.”

3CA ANUSHRI AGRAWAL

Organizationculture

Shared beliefs,values and

assumptionsheld by

members of anorganization

Embedded in anetwork of

organizationalpractices

Evident in thebehaviors of

individuals andgroups Organization

culture

Embedded in anetwork of

organizationalpractices

Amplified by thebehaviors of

leaders

Visible in the“way that workgets done”on a

day to day basis.

Evident in thebehaviors of

individuals andgroups

4CA ANUSHRI AGRAWAL

Features of OCMost prevalent features can be observed in various forms like degree of individual autonomy and identity and people

orientation Structure of rules, regulations, supervision, control, values

and ethics etc. Degree of performances reward relationships Degree of tolerance risks and conflict among peers and

work groups Team orientation Outcome and customer orientation Values, principles and ethical standards practised by

management

Varies from enterprise toenterprise

No common exclusive listof features of OC

Most prevalent features can be observed in various forms like degree of individual autonomy and identity and people

orientation Structure of rules, regulations, supervision, control, values

and ethics etc. Degree of performances reward relationships Degree of tolerance risks and conflict among peers and

work groups Team orientation Outcome and customer orientation Values, principles and ethical standards practised by

management

5CA ANUSHRI AGRAWAL

Descriptive elements of culture Risk Tolerance Precision orientation Outcome Orientation Human Concern Aggressiveness Team orientation Power differences Change orientation

Reliance

S P ROBBINS

Risk Tolerance Precision orientation Outcome Orientation Human Concern Aggressiveness Team orientation Power differences Change orientation

( collectivism or individualism)

There are aspects which collectively shape culture oforganization and can give unique identity to that organization

6CA ANUSHRI AGRAWAL

Determinants of OC The Family system The socio norms and values Organization structure Technology ( highly individual working, stress upon

professionalism, diverse work force) Workforce composition The vision and the values of the promoters Nature of Goal

(In case an organization employees diverse work force such asMNC’s across the globe, ethno-free work culture emerges like at

Mc Donalds)

The democratic bent ofRatan Tata is promotingparticipative decisionmaking, entrepreneurship,risk taking etc. across thegroup.

The Family system The socio norms and values Organization structure Technology ( highly individual working, stress upon

professionalism, diverse work force) Workforce composition The vision and the values of the promoters Nature of Goal

middle class orientation by Narayan murthy at infosys,bringing culture of open conflict till decision making stage

and culture of commitment thereafter.

Stress of D.B. Ambani on honesty, respect, trust and fairnessare affecting values and norms

7CA ANUSHRI AGRAWAL

Concept of “ cultural web”

Summarizes variousaspects oforganization culture It shows how the

culture oforganization is madeup of various aspectsand well knitted like aweb.

EDGAR SCHEIN

cultureculture

OrganizationOrganizationStructureStructure

Rituals andRituals andRoutinesRoutines

LeadershipLeadershiprole modelrole model

bureaucratic Summarizes various

aspects oforganization culture It shows how the

culture oforganization is madeup of various aspectsand well knitted like aweb.

culturecultureRituals andRituals and

RoutinesRoutines

Symbols andSymbols andstoriesstories

Power andPower andcontrolcontrol

mechanismmechanism

LeadershipLeadershiprole modelrole model

Annual sportsmeet, weekend

parties

TaglinesTata, apple, reliance

It is impossible to separate cultureand structure because ultimately the

impact of cultural and structuralfeatures would be collective. 8CA ANUSHRI AGRAWAL

Charles Handy Categorised four types of culture and through this

categorisation, he has tried to explore the link betweenculture and structure.

POWERTends to be fast [aced orchangeable work but oftenquite simple or limited to theinterests of abilities of majorpower brokers

TASKTends to be high paced workof a unique or complexnature

PositionalCulture:

CENTRALISEDSTRUCTURE

POWERTends to be fast [aced orchangeable work but oftenquite simple or limited to theinterests of abilities of majorpower brokers

TASKTends to be high paced workof a unique or complexnature

ROLETends to be steady relativelyunchanging or patternedwork of a predictable nature

PERSONTends to be steady work of aunique nature at the microlevel

RAT

E O

F C

HA

NG

E

UNIQUENESS / COMPLEXITIES OF WORK PROCESS

Specialization required:Team structure or modernstructures like project or

matrix etc.

Position isimportant for e.g.

DM/SDMBureaucratic

structure

“individual”In professional

firmsProfessional

structure havingperson centric

features9CA ANUSHRI AGRAWAL

3 LEVEL CULTURE

According to Edgar Schein, Culture exist in 3 levels inorganization:

1. VISIBLE CULTURE2. PROFESSED CULTURE3. TACIT CULTURE

( HIDDEN )

EDGAR SCHEIN

VISIBLE

E.g. dressinghabits, way of

addressingpeople, way ofinteraction ofsuperior withsubordinates

According to Edgar Schein, Culture exist in 3 levels inorganization:

1. VISIBLE CULTURE2. PROFESSED CULTURE3. TACIT CULTURE

( HIDDEN )

VISIBLE

PROFESSED

TACITPlanned culturei.e. what

organization intendsto plan and promote

10CA ANUSHRI AGRAWAL

PAREEK’S CULTURE MODEL Openness Confrontation Trust Autonomy Proactivity Authenticity Collaboration Experimentation

OCTAPACE

Two way communication

Quality circle, Problem solving groups

Loose or no supervision

Openness Confrontation Trust Autonomy Proactivity Authenticity Collaboration Experimentation

Flexible office times, self managed teams

People say what they mean and they mean whatthey say

Team work

Availability of supportive environment to takerisks

11CA ANUSHRI AGRAWAL

CULTURAL WEB How to make a nest of culture To have an idea about “how” and “what” of any culture,

six factors are provided under the Cultural Web1. Stories2. Rituals and routines3. Symbols or visible manifestations4. Organizational structures5. Power structures6. Control systems

Johnson & Scholes

How to make a nest of culture To have an idea about “how” and “what” of any culture,

six factors are provided under the Cultural Web1. Stories2. Rituals and routines3. Symbols or visible manifestations4. Organizational structures5. Power structures6. Control systems

Cultural web helps diagnose existing culture and make cultural changes.12CA ANUSHRI AGRAWAL

Features of OC Combination of certain key values Culture once established tends to be permanent (

b’cracy) Culture defines shared values and shared behavioural

patterns of members of the organization It affects human happiness

Combination of certain key values Culture once established tends to be permanent (

b’cracy) Culture defines shared values and shared behavioural

patterns of members of the organization It affects human happiness

13CA ANUSHRI AGRAWAL

Philosophy of founder Selection criteria

Socialization Behaviour of topManagement

PROCESS OF FORMATION OF CULTURE

Is a long term effort, initiated primarily bypromotersIt requires a well thoughtful efforts havingfollowing steps :1. Establishment of values and norms( such an establishment requires

continuous re-enforcement through‘carrot and stick’, education andtraining etc approaches.

2. Creating visionAdequate “ training and education” ofmembers

3. Practicing the values and visionsTo internalize through writtenstatements, cremomies, honoring,display of cultural ideas,organizational manuals, story telling,rewardscontinuous process

Familiarization reduces roleambiguity besides bringinguniformity in behavior. Thesocialization process has thefollowing stages: Pre arrival workEncounter stageTransformation stageThe Metamorphosis Stage

Socialization Behaviour of topManagement

Reinforcement

Is a long term effort, initiated primarily bypromotersIt requires a well thoughtful efforts havingfollowing steps :1. Establishment of values and norms( such an establishment requires

continuous re-enforcement through‘carrot and stick’, education andtraining etc approaches.

2. Creating visionAdequate “ training and education” ofmembers

3. Practicing the values and visionsTo internalize through writtenstatements, cremomies, honoring,display of cultural ideas,organizational manuals, story telling,rewardscontinuous process 14CA ANUSHRI AGRAWAL

IMPACT OF ORGANIZATIONAL CULTURE ONVARIOUS ASPECTS OF ORGANIZATION1. Objective setting2. Work ethics3. Motivational patterns4. Organizational Processes

C- Life at Infosys

In American Organizations,rational decision making isdone.In Indian Sub-continent,decisions of managers aremore faith oriented.

1. Objective setting2. Work ethics3. Motivational patterns4. Organizational Processes

In American Organizations,rational decision making isdone.In Indian Sub-continent,decisions of managers aremore faith oriented.

15CA ANUSHRI AGRAWAL

SIGNIFICANCE OF OC1. Boundary defining role2. Conveys a sense of belongingness3. Facilitates goal achievement4. Hold Organization in difficult times5. Culture develops strong work ethics6. Source of motivation and morale7. Organizational dynamism8. Predictable behavior9. Job satisfaction and productivity10. Predictive behavior ( helps avoid

adhocism)

Reliance : Risk takingTata : Trustworthiness

Infosys : C LIFEMicrosoft : teamwork,

respect, opportunity andinnovation

SAHARA , “ Sahara IndiaParivaar”

STAR Television Network ,“Star parivaar”

No entity can be culture less!

1. Boundary defining role2. Conveys a sense of belongingness3. Facilitates goal achievement4. Hold Organization in difficult times5. Culture develops strong work ethics6. Source of motivation and morale7. Organizational dynamism8. Predictable behavior9. Job satisfaction and productivity10. Predictive behavior ( helps avoid

adhocism)

Members believing inchance, event or luck factor

will have weak planning

Without a culture ofadaptability, it is notpossible.Microsoft and Intel arecreative not by decisions,rather by innovative workculture.

16CA ANUSHRI AGRAWAL

Dysfunctional outcomes It is barrier to change Hurdle in efficiency : ( rigid fashion of working such as

culture of rule and task focus rather than goal focusmay hinder productivity) Hurdle in growth and expansion ( blotted

organization) Hurdle in mergers and acquisitions Failure of Organization Hurdle in work force diversity

•Failure of Enron corporation due to Sassy executive culture. It resultedinto over ambitious projects and number making culture (accountingfraud)•CAIB ( Columbia accident investigation board) reported that besidesother factors, NASA’s culture of avoiding little risks too led to spaceshuttle tragedy.

It is barrier to change Hurdle in efficiency : ( rigid fashion of working such as

culture of rule and task focus rather than goal focusmay hinder productivity) Hurdle in growth and expansion ( blotted

organization) Hurdle in mergers and acquisitions Failure of Organization Hurdle in work force diversity

Tata Tele services had to work hard for merging with VSNLWalmart and Bharti’s joint venture could not get success on

account of cultural factors.

In case of ethnics work culture or work force composition, itbecomes difficult to hire workers of another ethic group or

region or nationality.17CA ANUSHRI AGRAWAL

Managing OC1. Developing a sound culture2. Workers socialization or indoctrination3. Maintaining Organization Culture through : Human

Resource Practices, Continuous Re-enforcements andCultural Perpetuation.

4. Handling cultural conflict

OC is unavoidable. Tomake it productive andpurposive , it needs tobe developedconsciously. It is agradual process :a) developing strong

corporate identityb) Development of

important valuesc) Building healthy

traditionsd) Developing

consistentmanagementpractises

1. Developing a sound culture2. Workers socialization or indoctrination3. Maintaining Organization Culture through : Human

Resource Practices, Continuous Re-enforcements andCultural Perpetuation.

4. Handling cultural conflict

OC is unavoidable. Tomake it productive andpurposive , it needs tobe developedconsciously. It is agradual process :a) developing strong

corporate identityb) Development of

important valuesc) Building healthy

traditionsd) Developing

consistentmanagementpractises

It is conscious effort to be made regularly1. Practicing cultural values, display,

recitation2. Applying suitable HR policies etc3. Suitable Ob practises•Leadership by example•Win win approach• Self motivation of workers•Suitable approach to decision making•Communication pattern 18CA ANUSHRI AGRAWAL

Handling cultural conflicts In a fairly sized entreprise, conflict is natural among

core corporate culture and sub culture. On account of working of specialists. ( unique

training, orientations, commitments) This cultural conflict is both productive and at times

harmful.

In a fairly sized entreprise, conflict is natural amongcore corporate culture and sub culture. On account of working of specialists. ( unique

training, orientations, commitments) This cultural conflict is both productive and at times

harmful.It helps creativity and forces

people to take issues withbroader perspective

It is also a hurdle inorganization wide teamspirit

and goal focus.

19CA ANUSHRI AGRAWAL

Conflict can not be eliminated ;It has to be managed!!! Developing soft skills

Goal focus rather than process focus

Team building

Deputations and inter department transfers Adopting boundary less structure

Agree to Disagree

Sensitivity training Diversity training

Minimizing status consciousness and enhancingresult orientation.

Developing soft skills

Goal focus rather than process focus

Team building

Deputations and inter department transfers Adopting boundary less structure

Minimizing status consciousness and enhancingresult orientation.

Mutual responsibility, complimentary skills

Cross hierarchical teams, cross functional teams, decision participation .Develop broader focus and reduce sub unit orientation. 20CA ANUSHRI AGRAWAL

How would you establish gender sensitive culturein an organization having 1000 + workers includingboth male and female ? Culture of equity Display of symbols Establishment of behavior protocol Strengthening teams around goals rather than gender Rewards for mannerism and etiquettes Guidelines to prevent sexual offences Cultural programs and ceremonies Outdoor activities like tour and trips Careful job assignment ( giving equal opportunities to both

men and women) Inspiration

Culture of equity Display of symbols Establishment of behavior protocol Strengthening teams around goals rather than gender Rewards for mannerism and etiquettes Guidelines to prevent sexual offences Cultural programs and ceremonies Outdoor activities like tour and trips Careful job assignment ( giving equal opportunities to both

men and women) Inspiration

21CA ANUSHRI AGRAWAL