Professional Documents
Culture Documents
Culture
Presented By :
Avick Biswas
ISB&M,
BANGALORE.
tio na l Cu ltu r e
Organiza
ed m e an in g h e ld by
r
A system of sha g u is hes th e
is tin
members that d o rga niz at ions.
m ot h er s
organization fro
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Primary Characteristics
Innovation and risk taking – the degree to which employee are encouraged to be
innovative and take risks.
Attention to detail – the degree to which employees are expected to exhibit precision,
analysis, and attention to deal.
People orientation – The degree to which management decisions take into consideration
the effect of outcomes on people within the organization.
Team orientation – The degree to which work activities are organized around teams rather
than individuals.
Aggressiveness – The degree to which people are aggressive and competitive rather than
easygoing.
Stability – The degree to which organizational activities emphasize maintaining the status
quo in contrast to growth.
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Do organization have uniform cultures ?
Organizational culture represents a common perception held by the organization’s
members.
Individuals with different backgrounds or different levels in the organization will tend to
describe the organization’s culture in similar terms.
In most of the large organizations have a Dominant culture and numerous sets of sub-
cultures.
Dominant Culture : Express the core values that are shared by majority of the
organization's members.
Core values : The primary or dominant values that are accepted thoughout the organization
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What Do Culture Do?
Culture's Functions
Boundary defining role
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Culture as a Liability
Barriers to change:
Culture is a liability when the shared values are not in agreement with those that will
further the organizations effectiveness. This is mostly likely to occur when an
organizations an organization is dynamic. When an environment is undergoing
rapid change, an organizations entrenched culture may no longer be appropriate.
So consistency of behavior is an asset to an organization when it faces a stable
environment .
Barriers to diversity:
Hiring new employee who, because of race, age, generation, disability, or other
differences, are not like the majority of the organizations members create a
paradox. Management wants new employee to accept the organizations core
culture values. Otherwise , these employee are unlikely to fit in or be accepted.
But at same time, management wants to openly acknowledge and demonstrate
support for the differences that these employee bring support to the workplace
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Culture as a Liability continued…
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Creating and sustaining culture
How a Culture begins:
The founder of an organization traditionally have a major impact on that organizations early
culture. They have a vision of what the organization should be. They are unconstrained by
previous custom or ideologies.
Selection: Concern with how well the candidates will fit into the organization.
Provides information to candidates about the organization.
Top Management: Senior executives help establish behavioral norms that are adopted by
the organization.
Socialization: The process that helps new employees adapt to the organization’s culture.
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Socialization
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Socialization stages
Pre arrival Stage:
The period of learning in the socialization process that occurs before a new
employee joins the organization.
Encounter Stage:
The stage in the socialization process in which a new employee sees what the
organization is really like and confronts the possibility that expectations and
reality may diverge.
Metamorphosis Stage:
The stage in the socialization process in which a new employee changes and
adjusts to the work, work group, and organization
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How Organization Cultures Form
How Employees learn culture
Stories: In the old days, we used to.. Organization also transmit information
culture by virtue of the stories that are told in them, both formally and informally.
Stories illustrate key aspects of an organizations culture and telling them can
effectively introduce those values to employee.
Rituals: Repetitive sequences of activities that express and reinforce the key
values of the organization, which goals are most important, which people are
important, and which are expandable.
Material symbols: Object that say more then meets the eye.
Organization often rely on symbols material objects that connote meanings that
extend beyond their intrinsic content.
Visibly reward ethical acts and punish unethical ones: People who act ethically
should be visibly rewarded for their behavior. Just as importantly, unethical acts
should be punished.
Building on employee strengths: You have to know yourself- you have to know
what you are good at and you have to know what you are not so good at.
Rewarding more than punishing: There is of course a time and place for
punishment, but there is also a time for and place for rewards.
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Identifying organizational culture
The Double S Cube
Sociability:
Sociability A dimension of the double S cube characterized by
the degree of friendliness typically found among members of an
organization.
Solidarity:
Solidarity A dimension of the double S cube characterized by the
degree to which people in an organization share a common
understanding of the tasks and goals about which they are
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working.
The Double S Cube
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Four Organizational Cultures
Networked Culture:
Culture
This type of organizational culture is characterized by high levels of
sociability and low levels of solidarity.
Mercenary Culture:
Culture
This type of organizational culture is characterized by a low degree of
sociability and a high degree of solidarity.
Fragmented Culture:
Culture
This type of organizational culture is characterized by a low degree of
sociability and a low degree of solidarity.
Communal Culture:
Culture
In the double S cube, this type of organizational culture is characterized by
both a high degree of sociability and a high degree of solidarity.
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Why and how does organizational
culture change?
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How Organizational Cultures Have an
Impact on Performance and Satisfaction
…..Thank
you………
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