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Organizational Culture
Team 8
Anand Babu (27002)
S.Haareesh ( 27017)
R.Muthuraj (27027)
Naren Kartic (27029)
Roshni (27052)
Vikram S (27059)
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Focus and Attention
Reaction to Crises
Leaders communicate priorities and beliefs to organization.
Leader¶s focus and consistency in paying attention determines if the rest of the
organization receives clear signals or is left to decipher the leader¶s inconsistent
views
Jeffery Skilling paid attention to profits at all costs and so rest of the
organization could do anything as long as results are shown
During a crisis ± Emotions are heightened; Learning is intense.
oM& A: Willingness to change, Transparency and Communication.oEconomic downturn: Laying off and right-sizing.
Employees pay careful attention to this as they perceive it to be company¶s true
colors.
Managers resorted to anonymous whistle blowing, blame shifting and
finger pointing just before declaring bankruptcy.
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Behavior Employees emulate leaders behavior.
Leaders should provide proper behavioral cues to employees.
Managers broke the law for profits and escaping.Ignored and denied that problems existed.
Rewards Allocation
Well allocated rewards to improve consistent positive behavior.
Consistency in reward allocated and promised.
Rewards provided to employees who increased results irrespective of the means used.
Performance reviews were made public to ridicule poor performers.
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Organizational Socialization
Process through which a new employee learns to adapt to an
organizational culture.
individuals learn the values, expected behaviors, and social
knowledge necessary to assume their roles.
Learning Process
Adjustment Process
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StagesStages of socializationof socialization
Realism Congruence
Job demands
Task
Role
Interpersonal
Mastery
Performance
Satisfaction
Mutual influence
Low levels of distress
Intent to remain
1. Anticipatory Socialization
1. Anticipatory Socialization
2. Encounter
2. Encounter
3. Change and Acquisition
3. Change and Acquisition
Outcomes of Socialization
Outcomes of Socialization
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IndividualIndividual
SelectsSelects
OrganizationOrganization
IndividualIndividual
AttractsAttractsOrganizationOrganization
OrganizationOrganization
AttractsAttractsIndividualIndividual
OrganizationOrganization
SelectsSelects
IndividualIndividual
C D
B
A
C: Applicant avoids
asking important
questions that
may be awkward.
B: Applicant polishes up the
résumé to look good
A: Firm sells the job and
company, hides negative info
D: Company avoids
using valid
selection tests that
might scare away
applicants
Pre-Employment Socialization conflicts
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Assessing Organizational Culture
Qualitative and Quantitative Methods
Quantitative method: good precision, Comparability andobjectivity
Eg: Questionnaires
Qualitative method: detailed , descriptive and UniqueEg: Interviews and observations
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Quantitative method : organizational culture
inventory OCI focuses on behaviours that members believe are required to fit in
and meet expectations within their organization.
Measures 12 cultural styles packed into 3 clusters (4 under every cluster)
Constructive Cluster :
Members are encouraged to interact with others and approachtasks in ways that will help them meet their higher order satisfactionneeds. They are given by following styles
Achievement
Self-actualizing
Humanistic-Encouraging
Affiliative
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Quantitative method : Organizational culture
inventory
Aggressive/Defensive Cluster:Members believe they must interact with people in ways that will notthreaten their own security. They are given by following styles
Oppositional
Power
Competitive
Perfectionist
Passive/DefensiveCluster:Members are expected to approach tasks in forceful ways to protect theirstatus and security. They are given by following styles Approval
Conventional
Dependent
Avoidance
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QUANTITATIVE METHOD : Kilman Saxton Gap
survey
Survey that focuses on what actually happens and on the
expectation of others in the organization
Two underlying dimensions of cultural norms
(1) technical versus people
(2) short term versus long term
Survey has 2 parts
Part 1 Assesses the actual norms that is present
Part 2 - Assesses the desired norms that will improve group's
performance, job satisfaction, and morale.
A culture graph profile is graphed
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QUANTITATIVE METHOD : Kilman Saxton Gap
survey
Pin points Culture-Gaps that are barriers to organizational
success
Task Support technical in nature ,short time frame.
Task Innovation technical in nature ,long time frame
Social Responsibility people orientation , short time frame
Personal Freedom people orientation, long time frame.
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Triangulation
Use of multiple methods to measure organizational culture
Survey at Rehabilitation
Methods adopted
± Self administered questionnaires
± Personal Interview
± Observation done by trained observers
Better understanding , a complete picture
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Changing Organizational Culture
Why does an organization's culture change?
Merger and Acquisitions:
The case of AOL - TimeWarner
The case of Daimler - Chrysler
Workforce Diversity :
Research comparing foreign employees working in an MNC with
employees working in different organizations within their own countries.
Results were surprising.
Why is the Change so difficult?
Unconscious assumptions
Need to unlearn to learn
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Hiring and
socializing
members who
fit in with new
culture
CULTURE Removing
members who
reject the new
culture
Culture
communication Changing
behavior
Examining
justifications for
changedbehavior
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Change the behavior of employees in the organization.
Managers must ensure that the change in behavior results in buying a
new set of values of the organization.
Cultural communication is essential to deliver the values of theorganization to its sub-ordinates.
Organization can revise its selection strategies to suit its current culture.
Organization can reshape its work force by hiring members who fit in the
culture and remove people who reject it.
The process of cultural change happens gradually over a long period of
time.
Contd.
Evaluation of Cultural change:
Cultural change can be successful only if the behavior is intrinsically
motivated.
Example AT&T slow and painful change
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Developing a Global Organizational Culture
Global corporations suffer from conflicting process of
centralization and decentralization
Guidelines to create a global culture
± Mission statement clear and simple
± Effective flow of information
± Create matrix minds among managers
± Create global career paths ± Use cultural differences as a major asset
± Unified training efforts
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Developing an ethical Organizational culture
Implementation of code of ethics and its effects
Role of Organizational culture on ethical behavior Mutual Trust between the employee and organization is
essential
Violations are often justified by the culprits
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Creativity
Skills in
creativethinking
Skills in
the taskdomain
Intrinsic
motivation
Components of the creativity Steps in the creative process
Prepare to be
creative
Allow ideas
to incubate
Document
Insight
Verify ideas
Unleash employees creativity and innovation
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Promoting creativity in organizations
Training people to be
creative
Openness to new ideas
Take enough time to think
Divergent thinking
Developing a creative
work environment
Autonomy
Exposure to creativepeople
Cross pollinate the ideas
Make Jobs Interesting
Diversity
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Organizational Innovation process
Stage 1
Setting theAgenda
Stage 2
Setting thestage
Stage 3
Producing theideas
Stage 4
Testing &
Implementing
the Ideas
Stage 5
Assessing theoutcome
Motivation Individual or
Team
Productivity
Motivation
Motivation
End
End
Progress
Success
Failure
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Managerial Implications
Downsizing and restructuring trend maintaining an organizational
culture is a challenge
GlobalizationGlobalizationWorkforce
Diversity
Workforce
Diversity
TechnologyTechnology Ethical BehaviorEthical Behavior
Organizational
change-demand
Organizational
change-demand
Challenges
and Effect
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Managing Organizational Culture
Manipulating
Artifacts,
Communicating
Values
Socialization ProcessPersonal Enactment
of Managers
Techniques
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Summary!
What is
organizational
culture
Levels &
Visibility Basis
Artifacts &
values
Four
organizational
functions
Three
theories
culture-
performance
Changing
organizational
culture
Leaders Rolein Shaping &
Reinforcing
Culture
organizationalsocialization
for
newcomers
Assessing
culture
Three
theories
culture-
performance
Leaders Rolein Shaping &
Reinforcing
Culture
Levels &
Visibility Basis
Artifacts &
values
Three
theories
culture-
performance
Assessing
cultureAssessing
culture