Culture & Org

8/8/2019 Culture & Org

1/18

people come to work for 3 different

reasons

My MAN Scott Blanchard

Intuitively knew effective leadership means

passionate subordinates and home run in doingbiz tangible returns


2/18

Cross Culture

+ve increased self awareness

Sensitivity to differencesQuestioning our own assumptions & knowledge

Lessening ignorance prejudice & hatred

-ve Adler inbuilt dangerous

Mistrust including stereotyping

Miscommunications- reduced accuracy & resultant

stress

Process difficulties failure to arrive at a decision

when needed


3/18

4c Corporate, Culture,Clash & Chemistry

Americans dream is a French nightmare

Assimilation small bberry

Deculturation not adapt

Integration combines the 2

Separation in 2 decades Cisco

High degree of skepticism UK as Island In Europe

Netherlands historical struggle with the sea or

shared boundaries


4/18

Essence of OC

Artifacts - observable symbols & indicators to decipher

Stories & Legends - social perception of the way things should or

should not be done

Rituals aum namah shivayah greet visitors

Ceremonies formally planned activity for rewarding public ally new

product

Org language human sized balloon trust our clients


5/18

Mergers

Whirlpool Power PointCulture

Biz ethics cross boundariesCitibank One firm emphasis consistent

service

AOl Time Warner youthful quick decision makers & systematic culture

Andre Aggassi IBM & PWC cost conscious and biz clas flyers

Different w.r. t to attitude to the Environment master of fate or world is

too powerful

Physical structure Companies fortress - WinstonChurchill we shape

our buildings thereafter they shape us


6/18

Traditional Hierarchical versus the Network Organization


7/18

the key challenge for organizations

today is to install and sustain an organizational culture that encourages

knowledge sharing

1. Individuals entering an organization bring with them learned values

and belief systems, but organizations influence individuals values

and beliefs through the norms, philosophies, rules, rituals, pay

systems, jargon, jokes, and general climate inherent in the

organizational culture.a. Definitions of culture recognize the importance of shared norms and

values that guide organizational participants behavior.

b. Some of the important characteristics that collectively represent an

organizations culture include: observed behavioral regularities;

gender race ,norms leadership; dominant values bus is org &valuestreat each other hanging in it also hold true in mission, shared ideas

respect statement to guide our beh,allowed or firable expect from ur

beh so reinforce & consequence in perf mgmt reviews, trg and align

it as it is touchy feely beh is personal,ind anonymous gud survey

how we dictate or guiding principles, all included not list of ideas;

philosophy; rules; and organizational climate.


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2. There is a difference between

the dominant culture and subcultures within organizations. A dominant

culture is a set of core values shared by a majority of the

organizations members, while a subculture is a set of values sharedby a small minority of members. Subcultures can weaken and

undermine an organization if they are in conflict with the dominant

culture or overall organizational objectives. Production units

3. Organizational cultures develop using some version of the followingsteps:

a. Founders influence.

b. Initial core group who shares a common vision with founder.

c. Founding core group creates organization.

d. Common history is developed with the addition of others.


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the founders influence on org Culture

4. McDonalds, and Wal-Mart are examples of the above

a. McDonalds quality, cleanliness, service, and price

b. Wal-Mart hard work, efficiency, customer service and employee

(associate) participation

5. Once an organizational culture starts, there are a number of

steps to help solidify the acceptance of core values and ensure that

the culture maintains itself. Here are the main ones:

a. Careful selection of entry level candidates

b. Humility-inducing experiences that cause the employees to question

the norms and values and decide whether to accept them

c. Mastery of the job d. Measuring and rewarding individual

performance e. Individual adherence to important values helps

reconcile personal sacrifices brought about by their membership inthe organization

f. Reinforcing organizational stories and folklore that validate the

organizations culture g. Recognition and promotion of individuals

who can serve as role models to newcomers


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6. Changing an organizational culture

involves change in hiring practices, reward structure,

promotions and the reassignment of organizational

priorities. Some specific suggestions include:

a. Assess the current culture;

b. set realistic goals that impact the bottom line;

c. recruit outside personnel with industry experience;

d. make changes from the top down;

e. include employees in the change process;

f. expect to have some problems and find people who wouldrather move than change; and

g. move quickly and decisively; and stay the course by

being persistent.

h. stay the course by being persistent.


11/18

7. With globalization a reality,

cross-border alliances are now common. These alliances,

mergers, and acquisitions often involve a culture clash

in terms of organizational structure, politics and

emotions.

a. Relationship enterprises consist of a global network

of independent companies that act as a single company

with a common mission.b. Trust, communication and negotiation skills are

critical to success in global relations.

c. The majority of companies whose alliances did not

succeed attribute that failure to incompatibility of countryand corporate cultures.


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D. Organizational culture

has and will continue to evolve to meet challenges

of the new external environment and organizationdesigns.

a. Todays firms in the global economy must

balance the need for attention to cultural

differences while still maintaining their corevalues.

b.Organizations may need to change their

organizational culture in order to remain

competitive and survive in the globalenvironment. IBMs recent cultural change

reflects this need to be responsive and dynamic.


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The Contrast Between the Hierarchical and Network Organization


14/18

Questions Organizational Culture Context

Definition and characteristics

Recognize the importance of shared norms and values

that guide organizational participants behavior.

Uniformity of culture

Organizational culture, a common perception held by

the organizations members.

Dominant culture

Subculture


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Questions Creating and Maintaining a Culture

How organizational cultures start

Common steps include theformation of an idea, a core group,action plan, and implementation.

Maintaining cultures through steps ofsocialization

Selection of entry-level personnel

Placement on the jobJob mastery


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Creating and Maintaining a Culture

Maintaining cultures through steps ofsocialization (continued)

Measuring and rewarding

performance

Adherence to important values

Reinforcing the stories and folkloreRecognition and promotion


17/18

Creating and Maintaining a Culture

Changing organizational culture

Case of mergers and acquisitions

Focus areas: structure, politics, and emotions.

Case of emerging relationship enterprises Success dependent on trust, communication,

and negotiation skills.

Guidelines for change

Caution: pragmatically changing anorganizational culture affects almost everyaspect of the business.


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Steps of Organizational Culture Socialization

Documents

Culture & Org