Org Culture by Anand Mohan & Abhishekh k

8/8/2019 Org Culture by Anand Mohan & Abhishekh k.

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OrganizationalCulture

By;Anand Mohan

&

Abhishek Kumpawat


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ORGANISATIONALSTRUCTURE

ORGANISATIONALCULTURE

Officialisation

Hierarchy

Policy/Rules

Norms

Heroes

Socialization

Language

Dialect

Facts

AttitudesBeliefs

Rumors'


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Organizational Culture

the set of shared values andnorms that controlsorganizational members

interactions with each otherand with people outside theorganization


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Values: general criteria, standards, orguiding principles that people use todetermine which types of behaviors,events, situations, and outcomes aredesirable or undesirable

Norms: kinds of behavior that are

considered acceptable or typical for agroup of people


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Based on enduring values embodied inorganizational norms, rules, standardoperating procedures, and goals

People use these elements to guide theiractions and decisions when faced withuncertainty and ambiguity.

Important influence on members behaviorand response to situations


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Comparison of Cultural Values

Americans Japanese ArabsFreedom

Independence

Self-relianceEquality

Individualism

Competition

Efficiency

Time

Directness

Belonging

Group harmony

CollectivityAge/seniority

Group consensus

Cooperation

Quality

Patience

Indirectness

Family security

Family harmony

Parental guidanceAge

Authority

Compromise

Devotion

Patience

Indirectness


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Do Organizations Have Uniform

Cultures?

CoreCore

ValuesValues

SubculturesSubculturesDominantDominant

CultureCulture


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Uniformity Of Culture

Dominant Culture Represents the core values shared by a majority of

members in the organization Guides the day today behavior of the organization. Subculture Represents values & norms held by small minority

members in the organization. Tend to develop in large organizations.

People belonging to same occupational groups havecommon problems Core Values The primary or dominant values that are accepted

throughout the organization.


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Level of EmployeeLevel of EmployeeTurnoverTurnover

Level of BehavioralLevel of BehavioralControlControl

Strong VersusStrong VersusWeak CulturesWeak Cultures

Commitment toCommitment to

Core ValuesCore Values

Intensity ofIntensity of

Core ValuesCore Values


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Elements ofCulture

Symbols &Symbols &LanguageLanguage

HeroesHeroes

StoriesStories RitualsRituals


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Components of OrganizationalCulture

Routine behaviors.

Norms shared by members.

Dominant values. Guiding philosophy for policies toward

employees and customers.

The rules of the game for getting along inthe organization.

The climate of the organization.


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y Defining boundaries

y Conveying identity

y Promoting commitment

y Controlling behavior

y Impeding change

y Inhibiting diversity

y Stifling creativity

y Blocking mergers &acquisitions

Functions Liabilities


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Four-Culture Typology

FragmentedFragmented

NetworkedNetworked

LowLow

HighHigh

SolidaritySolidarity

MercenaryMercenary

LowLow HighHigh

CommunalCommunal

Soc

iab

ilit

y

Soc

iab

ilit

y


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Networked Culture(This has high sociabilityand low solidarity leading to:)

Open physical spaces including social areas.

Decorations with such as photos.

Separated marked spaces to show territory (especially in negative

forms).

Much talk, including informal meetings.

Lots of use of email, phones, etc.

Attention to communicating in the 'right' way.

Socialising during work hours, which can be long.

People identify with one another.


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Mercenary Culture(This has low sociability andhigh solidarity leading to:)

Functional spaces that do the job and littlemore.

Displays of awards and recognitions.Talk is short and focused.Argument is confrontational.

Long hours when it is needed (which isoften). People identify with winning.


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Fragmented Culture(This has low sociabilityand low solidarity leading to:)

Private offices or people who work from home. Little talk or communications (with little

opportunity for casual chat too). Talk is focused on specific topics and kept

short. Most talk is directed to people outside the

organization. People identify with individualism and freedom.


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Communal Culture(This has high sociability andhigh solidarity leading to:)

Open plan spaces. Highly visible corporate symbols.

Focus on face-face communications. Persuasion is often based on guilt or shame. Work as living and vice-versa. Work-life

balance is irrelevant. People identify with company values


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How A Culture BeginsHow A Culture Begins

IndoctrinationIndoctrination& Socialization& Socialization

Hiring andHiring andRetentionRetention

Behavior andBehavior andRole ModelingRole Modeling


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Ways of Transmitting OrganizationalCulture

Employeeslearn

through:

Formal socializationpractices

Signs, symbols, stories

CeremonialRitesand

Ceremonies

Theorganizational

language


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Socialization:

the process by which members

learn and internalize the values andnorms of an organizations culture


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A Socialization Model


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Stages in the SocializationProcess

Prearrival StageThe period of learning in the socialization process thatoccurs before a new employee joins the organization.

Metamorphosis StageThe stage in the socialization process in which a newemployee changes and adjusts to the work, work group,and organization.

Encounter StageThe stage in the socialization process in which a newemployee sees what the organization is really like andconfronts the possibility that expectations and realitymay diverge.


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Entry Socialization OptionsEntry Socialization Options

Formal vs. Informal

Individual vs. Collective

Fixed vs. Variable

Serial vs. Random


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Formal vs. Informal

Formal tactics segregate newcomersfrom existing organizational members

during the learning process.With informal tactics, newcomers

learn on the job, as members of a

team.


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Collective vs. Individual

Collective tactics provide newcomerswith common learning experiencesdesigned to produce a standardizedresponse to a situation.

With individual tactics, each newcomerslearning experiences are unique, and

newcomers can learn new, appropriateresponses for each situation.


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Fixed vs.Variable

Fixed tactics give newcomers preciseknowledge of the timetable associatedwith completing each stage in thelearning process.

Variable tactics provide no informationabout when newcomers will reach a

certain stage in the learning process.


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Sequential vs. Random Sequential tactics provide newcomers with

explicit information about the sequence inwhich they will perform new activities or

occupy new roles as they advance in anorganization. With random tactics, training is based on

the interests and needs of individual

newcomers because there is no setsequence to the newcomers progress inthe organization.


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Ceremonial RitesOrganizations use several types of

ceremonial rites and ceremonies tocommunicate cultural norms andvalues. Rites of passage Rites of integration Rites of enhancement

O i i l Ri d


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Organizational Rites andCeremonies

Rites ofpassage

TYPE

Orientationprogrammes

Facilitate transition intonew roles; minimizedifferences in way rolesare carried out

Enhance power & identity;emphasize value of properbehavior

Encourage common feelingsthat bind memberstogether

EXAMPLE POSSIBLECONSEQUENCES

Companyceremoniese.g. Awards

OfficeParty

Rites ofenhance-ment

Rites ofintegration


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How Organizational CulturesHow Organizational CulturesSustainSustain

PhilosophyPhilosophyof theof the

OrganizationsOrganizationsFoundersFounders

OrganizationalOrganizationalCultureCulture

SelectionSelection

TopTopManagementManagement

SocializationSocialization


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How Organizational CulturesHow Organizational CulturesSustainSustain

Sources of Organizational Culture The organizations founder

Vision and mission

Past practices of the organizationThe way things have been done

The behavior of top managementContinuation of the Organizational Culture Recruitment of like-minded employees who fit Socialization of new employees to help them adapt to

the culture

d h


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Issues Associated withExternal Adaptation and Survival

Identifying the organization's primary mission,and selecting strategies to pursue it.

Setting specific targets. Determining how to pursue the goals, including

selecting an organizational structure andreward system.

Establishing criteria to measure individual andteam goal accomplishment.


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Issues Associated with InternalIntegration

Identifying methods of communication, anddeveloping a shared meaning for importantconcepts.

Establishing criteria for membership in groups andteams.

Determining rules for acquiring, maintaining, andlosing power and status.

Developing systems for encouraging desirablebehaviors and discouraging undesirable behaviors.


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Effects of Organizational Culture onEmployee Behavior and Performance

Allows employees to understand the firmshistory and current approach.

Fosters commitment to corporate philosophyand values.

Serves as a control mechanism for employee

behaviors. Certain cultural types may produce greater

effectiveness and productivity.

How to change anHow to chang

e an


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How to change anHow to change an

organizational cultureorganizational culture

CHANGE THECEO

ADD NEW

MEMBERS

INVOLVE

MEMBERS

CHANGE THE

REWARD SYS.

CULTURE

SHOCK

CHANGE VALUE

SYSTEM

CHANGE IN

O.C.


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Reference McShane Steven l. and Glinov Marry Ann Von, Organizational behavior, McGraw-Hill. Robbins Stephen P. and Judge Timothy A., Organizational behavior, PHI Learning. Prasad L. M., Organisational behaviour, Sultan Chand & Sons. www1.ximb.ac.in/users/fac/visiting/vfac.nsf/.../Org%20Culture.ppt siteresources.worldbank.org/.../Hopper_Organizational_Culture.ppt www2.tech.purdue.edu/Ols/courses/.../Orgculture.ppt http://chiakwongmin.blogspot.com/2005/06/goffee-and-jones-cultural-model.html
http://chiakwongmin.blogspot.com/2005/06/goffee-and-jones-cultural-model.htmlhttp://chiakwongmin.blogspot.com/2005/06/goffee-and-jones-cultural-model.html


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Org Culture by Anand Mohan & Abhishekh k