Literature Review: Article :1 Organizational culture and organizational performance

This article defines organizational culture, organizational performance their relation and the formers impact upon the latter. According to the Websters dictionary, culture is the ideas custom skills, arts etc of a given people in a given period. Every organization has its own culture that distinguished it from the others. Organizational culture can be defined as a set of believes ideas, values and principles that shape the behavior of an organization. It can also be defined as A system of shared meaning held by member that distinguished the organization from other organization. According to Hofstede, organizational culture is The collective programming of the mind that distinguished the members of one organization from another. This includes the shared believes values and practices that distinguish organization from other. Hofstede initially developed four dimensions of culture values which are as follow 1. Power distance: the extent to which the less powerful members of an organizational member accept that power is distributed unequally. 2. Uncertainty avoidance: the extent to which people feel threatened by ambiguous situation and have created beliefs and institution that they try to avoid. 3. Individualism/collectivism: this dimension reflect an ethnic position of the culture in which people are supposed to look after themselves and their immediate families, or a situation in which people belong to groups or collective which are supposed to look after them in exchange for loyalty. 4. Masculinity/feminity: a situation in which the dominant values are success money and professions as opposed to the situation in which the dominant values are caring for others and the quality of life. 5. Long term and short term orientation: the degree to which there is concern for the maintenance of traditional social orders, versus more individualist, libral social orders based on negotiation, rather then obligation.

Later on the globe study conduct a survey of 825 organizations located in 62 countries and added four new dimensions in hofstede above dimensions which are: 1: future orientation 2: performance orientation 3: human orientation 4: assertiveness Organizational performance is the ability of an organization to attain its goals and objectives by using resources in an efficient and effective manner it judges whether the organization has achieved its goals or not. In short organizational performance is equivalent to the famous 3Es (economy, efficiency and effectiveness of an Organization. Many researchers have found a positive relationship between Organizational cultures and performance. Stewart has mentioned that one of the best places to start improvement is with an examination of the Organization work culture .he states that the strongest component of the work culture is the believes an attitude of the employees. it is the people who make up the culture, He stated that if these cultural norms contain beliefs such as Around here, nobody dears make wavesorDo just enough to get by and people will leave you alone. The Organizations performance will reflect that beifes.More over if the cultural beliefs system contains positive approaches such as winners are rewarded here or people really care if you do a good job in this outfit that also will be reflected in the Organizations performance. He also stated that Organizations cultural norms strongly affect all who are involved in the Organization. Those norms are all most invisible, but if we would like to improve performance and profitability, norms are one of the first places to look. Organizational performance can be enhanced through strong values. Competition, innovations and a cohesive culture determine the appropriateness of a firms activities that can contribute to its performance in fact organizational culture is not just an important factor of an Organization; it is the central driver of superior business performance.Gallagher and Brown stated that a company culture influences everything which a company does. they also stated that between (1990 and 2007) more than 60 research studies observing 7619 companies and small business units in 26 countries have found that market culture and business performance are strongly related. Denison found that performance was a function of values and beliefs held by the members of the organization. He postulated that an Organization that had a strong culture was defined to be off widely strong shared values among its employees. The strength with which the cultural values were held among its employees was then taken to be the predictor of future Organizational performance.wilderom and berg argued that instead of striving for strong culture researcher should attempt to reduce the gap between employees preferred organizational culture practices and their perception of organizational practices which were also supported by hofstede.

Many variables are used to measure Organizational performance these variables include profitability gross profit ROA,ROI,ROE,ROS,revenue growth, market share, stock price, sales growth, export growth liquidity and operational efficiency . Organizational performance is judged through two criteria financial performance and non financial performance. An Organizational is widely measure through the financial successes of the Organization. The measure to know the non-financial performance of an Organization include job satisfaction, Organizational commitment and employee turnover. There are basically three common cultural perspectives that helps to determines the organizational performance these are : the strong perspective, 2: the fit perspective, 3:the adaptation perspective THE STRONG PERSPECTIVE: The strong culture facilitates performance with the intensity visible to the outsiders. It states that organization with strong culture performs better than other organizations. THE FIT PERSPECTIVE: Fit perspective argues that the culture of the organization is valid, if it fits the industry or firms strategies. It is useful in explaining short term performances. THE ADAPTATION PERSPECTIVE: The cultures that help organizations adapt to environmental change are deeply associated with excellent performance. It encourages confidence and risk taking capacity among the employees. According to Hansen and Wernerfelt, in the business policy literature, there area two major streams of research on the determinates of Organizational performance. one was based on economic tradition, emphisising the importance of external market factors in determining Organizational performance .the other line of research was built on the behavioral and sociological paradigm and saw Organizational factors and there, fit with the environment as the major determinant of successes .the economic model of Organizational performance provides a range of major determinants of Organizational profit which includes 1) Characteristics of the industry in which Organization competes 2) The Organization position relative to its competitors 3) The quality of the firms resources Organizational model of firms performance focuses on Organizational factors such as human resources, polices, Organizational culture and Organizational climate and leadership styles. Another study by Chien found that there were 5 major factors determining Organizational performance, namely: 1) Leadership styles and environment 2) Organizational culture 3) Job design

4) Model of motive human resource polices

To conclude, organizational culture deeply influences the organizational performance. If organizations culture is truly followed by employees then performance will be good otherwise the organizations suffer.

Article:2

Serving culturally diverse e-learners in business schools

This article is relate to E-learner culturally diverse in business school. The purpose of this article is to highlight how future teaching in business school will probably take place in an online (here called 24/7 classrooms, such as I-phone, I pad and variety of social media easy access to information (24/7). The online access is equally available yet across culture to compare the Arab world and African learning communities. This article is identifying the various barriers occur in management classrooms. Some barriers are Technical, Language and cross culture. E-learning means transfer the knowledge and skills in easy way in anytime and place through electronic like Audio, CD, video, T.V, Iphone or I-pad. Nowadays the E-leaning can diversify the culture of the teachers in business schools called management E-learners. However research on the cost effectiveness and efficient is scare. In this article the stewardship is a role key in business school teacher. Stewardship is those leaders whos the responsibility to nurture talent develop the organization. Stewardship is responsible to sustainability teamwork and role model of the followers. In some innovations of the business school the stewardship is given more attention. The Round squremovement school is another concept to innovate the business school. These school are base on the German Kurt Hahn to support the growth of Whole persons. Kurt Hahn felt young people becomes empowered and develop the skills and abilities to be a leader. Podsen focusing the classroom and develop the teachers role while the stewardship is also focused to online cross culture and virtual scenarios. Some cross culture barriers and hopeful prospects in 24/7 business school. The stewardship of business school teachers explored and increasing the coach in online across culture. The basic three barriers that effected to serve culturally diverse E-learners are: A- Technical barriers B- Language barriers C- Cross culture barriers. These barriers exemplified to Arab and African cases on the basis of culture. 1-Technical Barrier: In first we look at the proile of 21st century young E-learners. He sits the computer with headphones piping music from an i-pod to his ears. Ten different chat

windows blink an online role playing game is minimized. He is doing his homework. He is real, He is 21st century. The Arab world:The Arab world is the lowest internet broadband penetration on 12% due to extreme internet facilities in 2008. But now 2013 the Arab countries work increasingly and broadband is on 70% to provide better internet facilities. African Learners:African countries the technical issue barrier is to digital gap by filling the African classroom with low cost computers. Because in African talented researcher and students are widely dispersed due to the lack of funding at the same time high costIn internet access point Nigeria faces many problems due to E-leaners because of remote locations and access of cyber cafes computers.Ondari-okemwa underlines another technical barrier in subsaharan higher education. The technical barriers is to lack of journals and books, poorly equipped laboratories and limited access to the internet. 2- Language Barrier: The language barrier is also impact the culturally diverse in E-learner. In English language is more affecting e-leaning. So, nowadays some languages are merge to the English like Spanish, German and Swedish. So the Arab and African countries used the English and French language.The intensity of language barrier depends on local circumstances. E.g in the arab world the lack of available content in Arabic language. The online Arabic content is less than 1% of all global content. The main problems faces to different culture peoples are different Language. 3-Cross Culture:The cross culture is also effects on the E-learning because of the peoples belongs to the different cultures. Some culture wisdom is verbally, signboards and music of words. Nowadays the e-learner of social networks like Facebook, twitter is mostly used for various culture persons. The voice or video conference is more vulnerable or ridiculous to easy understand. The online credibility effects all the Gender, Age, Race etc.In the technical hopeful prospects like I-phone, I-pad, tracker, can solved many problems of e-learning. Six senses devices the huge innovation device that used the protector and camera. In the classrooms PC, Keyboards and monitor can provide many facility to the students. Multi language competences is hopeful prospects but in national and mother language is more important. More then 90% of the contents exit in 12 language but in e-learners different fonts used to understand the language through online internet. The semi language culture peoples works in the company can many language issues but in e-learning process can solved this issue and all peoples can easily understand the languages. The cross culture prospects is to provide and developing the skills of leadership due to digital image, video, twitter can easily understand the peoples. The cross culture of e-learner is facilitate and motivate the peoples. At last we conclude that the culturally diverse of e-learners is to provide three basic dilemmas in the changing world of management education. 1-the changing societies and values. 2-teachindg and learning challenges and 3-finally the education content itself.

One of the really existing aspects of the 21st century is that hard to predict what the long term implications of some of the new technology are going to be and how these technologies will better serve culture diverse management e-learners. Because, each technological innovations has the potential to be a game changer in the online management classroom (24/7).

Article:3 The influence of organizational culture on organizational preferances towards the choice of organizational change strategy
In this article first of all author briefly explain about culture, that how culture comes in to existence.Organizational culture is defined as a system of assumptions, values, norms, and attitudes, manifested through symbols which the members of an organization have developed and adopted through mutual experience and which help them determine the meaning of the world around them and how to behave in it. Organizational culture is a form of collective interpretative scheme shared by the members of an organization, due to which they assign meanings to occurrences, people, and events within and outside of the organization in a similar way and treat them similarly. The character of different components of management and organization, such as strategy, structure, leadership style, organizational learning, system of rewards, and motivation, emerges precisely from the way in which employees and management understand organizational reality and behave in it. Then the author explains about change and different types of change. the changes are incremental or radical, comprehensive or partial, directed from the top down or from the bottom up, focused on the change of the hard or of the soft component of organization, will all to a great extent depend on how the leader and the members of the organization see its functioning and a suitable, useful, or effective way of making changes. This is the reason why the process of organizational change management will be very different in different organizational cultures. For example, if organizational culture is dominated by the value of flexibility, this means that the members of the organization will consider changes as something good and useful for the organization and themselves. In this case changes are likely to be continual, and thereby also incremental in nature, because there will be no need for radical changes precisely due to the fact that they are continual. Also, changes will be conducted with less resistance and more participation by the employees. On the other hand, if organizational culture contains the values of stability and conservatism, then the members of the organization will consider changes as harmful, both for themselves and the organization. The paper is explorative in character, which means that it will generate hypotheses suitable for empiric testing. The structure of the paper is as follows: first, organizational change strategy will be defined, and classification through which various organizational change strategies are differentiated will be presented. Then the classification through which organizational culture types are differentiated will be presented. Finally, in the last segment of the paper, based on the similarity of the criteria in the described classifications of culture and strategy, hypotheses will be established in which it will be stated that implementation of a specific organizational change strategy is conditioned by a certain type of organizational culture.Managers have been mainly focused on

three principal questions: what changes, why it changes, and when it changes. Therefore the three key topics in organizational change research have been causes or factors of organizational change, organizational change content, and the character of the organizational change process. The conclusion reached has been that organizational changes are initiated due to either internal or external causes. Hence, two types of organizational change have been differentiated according to the criterion of cause organizational development and adaptation. Organizational changes are differentiated in two basic ways changes of organizational statics (structure and system) and changes of organizational dynamics (process), as well as changes of work structure (tasks) and changes of social structure (relations).Finally, research has showed that, according to the character of the process, organizational changes can be continual or discontinuous Continual changes are incremental (first order changes), partial, and evolutionary, while discontinuous changes are radical (second order changes), comprehensive, and revolutionary. The role of the leader in the process of change has also been an important issue in organizational change research. Organizational change strategy includes the approach, method, or manner in which changes are implemented in an organization. This definition implies that changes are always planned and that, whenever we speak of change implementation strategy, we actually speak of planned organizational changes. The fact that the very first classification of organizational change strategy deals with planned change strategy also contributes to this impression. But this does not always have to be the case. Changes can also be spontaneous or unplanned, and their consistent approach, method, or manner constitutes a change strategy. They can be a strategy for realizing organizational change, even though the changes are unplanned. There are three basic ways to implement change in a social system rational empirical, power coercive and normative re-educative. Rational empirical strategies founded on the assumption of the rationality of organizations and the people who constitute them. Organizations are observed as a rational means for achieving the mutual goals of their members through collective action. People are treated as rational beings lead by selfinterest.Power coercive strategy implies that an organization is observed as a political system in which those who have the power also have the right to manage the organization and therefore change it. Man is not a rational but a political being, who submits to the will of the more powerful. Therefore in power coercive strategy power is the key driver and tool for change. Normative re-educative strategy is based on the assumption that an organization is a social system in which the behavior of its members is determined by shared assumptions, values, norms, and attitudes. People are, above all, social beings who, in the process of social interaction, construct the image of reality and set the rules of behavior in this reality. Social construction of reality is the basic mechanism for determining individual and collective action in each social system, such as an organization.Creative strategy is based on the assumption that people are creative beings, and that an organization is a form of improvisation in which all processes, including the process of change, are happening as a consequence of the free will, actions, and ideas of its members. Hence the changes are conducted through the process of articulation of new ideas by a member of the organization, and acceptance of these ideas by the rest of the members. In this article different authors have given different types of culture but the most important types given by handy. Handys classification recognizes

power culture, role culture, task culture, and people culture. Trompenaars classification recognizes family culture, Eiffel Tower culture, guided missile culture, and incubator culture. These two classifications use the same criteria for differentiation of organizational culture type hence the recognized types are similar.Power or family culture is authoritarian. In this type of organizational culture the metaphor for organization is the patriarchal family with a powerful father figure at the head. Just as all the power in the family is concentrated in the hands of the pater familiar, likewise in an organization with this type of culture a high degree of centralization is expected and valued.Roleor culture is bureaucratic. In this type of culture rationality is highly valued, and it thereof Eiffel Tower re has a high level of standardization, formalization, and specialization, as well as depersonalization. In this type of culture the organization is understood as a machine in which every part must perform its role in a prescribed manner. Formal rules, procedures, systems, and structures are highly respected, and therefore are highly developed and have a critical role in the functioning of the organization .Task or guided missile culture is a culture in which organization is a tool for problem solving and accomplishing tasks. Results, competency, creativity, achievement, and change are highly valued. Since tasks are often very complex entire teams are needed to solve them: therefore teamwork is highly valued. Complex problems solving is entrusted to professionals who have the necessary knowledge and skills. But in order to use all the potential of the professionals knowledge and competency they must have autonomy in their work. People or incubator culture values individualism and individual growth the most. The organization is understood as an incubator of ideas and people. Individual goals are more important than organizational goals, and hence organization is regarded merely as a suitable ambience for personal development. It is then only natural that egalitarianism in distribution of power is preferred. The organization members, most often experts, must have a lot of authority in decision-making in order to develop. In this article the author told us that how organizational culture influence in the organization.

Article:4 The Ethical Culture Of Organizations And Organizational Innovativeness

This article is related with the ethical culture of organizations and organizational innovativeness. This research paper provide empirical evidence on the inter relation between the ethical culture of organization and organizational innovativeness. As we know that innovation is a key to success or survival for any organization. Many organizations emphasize on making innovations but some of them try to make and little bit succeed in making innovations. The reality is that it is discussed only by top management meetings and in speeches and it ends there because the risk is attached with innovation. In the future the most successful organizations will be those who will take the risk for innovation. Now a days the demand for innovation is increasing rapidly which is leading the ethics to crucial sustainable performance for the organizations. In this modern era they need guiding principles and norms to meet these complex challenges successfully. Organizational

misconducts harm to individuals and societies but also organizations themselves. A lack of attention to ethics leads to downfall. Ethical standards are important in public sector which we have examined in this paper, these organizations are crucial to overall functioning and wellbeing of society such as United Nations etc. the results from the survey showed that many organizations had recently introduced value declaration or codes of conduct for promotion of ethical standards. Legal standards and codes of conducts are important in providing a framework for organization, but implication and maintaining is a big challenge than making these rules and regulations. By these regulation organization can be held accountable for responsibilities but they are limited to guide to ethical behavior. Value statements and codes of conduct are general expressions but potential of an organizations culture for creating and improving ethics s important. Culture refers to values, beliefs and tradition that are shared by members of an organization. It affects the organization ability with stakeholders and tells how people behave more or less ethically in organization itself. The public sector is mostly affected by the ethical dilemmas and challenge in many countries. The growing interest can be regarded as a result of efficiency and effectiveness and better quality to reform public sector. In this article the data was gathered from Finland, so improving productivity in public sector is basic theme. Currently financial policy and attempt to limit increase the cost are increasingly limiting the public sector. There are many issues which are faced by public, these issues are not ethically loaded but they also require innovativeness from public sector to adjust their activities.An ethical organizational culture enables a public sector organization to operate in a sustainable way and organization innovativeness leads to regenerate itself. Promoting both requires a lot of attention by management and leadership to create an environment to emerge and flourish the targets. The main focus of this article was to know about the relation between ethics and innovation. In this article author used many tools to collect the data such as surveys in public sector, regression analysis to check the relation between ethics and innovation. Ethical organization consists of ethical climate which means ethical conducts and ethical culture which means feelings about organization practices and policies. The importance of creativity and innovation is the success of an organization and their management to increase creativeness and innovation.The basics assumptions and shared meanings that have been created, found or developed in organization and it has learned to manage problems related to external and internal integration. The culture consist of values beliefs and tradition that are shared among organizational members, it includes shared assumptions it is a deeper and broader construct than climate. The culture tells how members of organization interact with each other and outside the organization. It also affect process and procedure of members.Ethical culture involves experience, expectations and presumptions of how organization promotes ethical and prevents unethical behavior. Previous studies have measured ethical culture in one dimension but it is improved to multidimensional construct. In this study we use Corporate Ethics Virtue Model which form criteria with multiple dimension for evaluating ethical culture. There are some of virtues based on business ethics. Clarity points out that these expectation should be concrete, comprehensive, and understandable. If organization does not

distinguish between ethical culture and unethical culture, the risk of unethical increases. If the top management does not follow these standards then employees are opposed to these standards. Employees should be aware of his action they should raise and discuss ethical issues. It should be punished for behaving unethical behavior and should be rewarded for behaving ethically. The innovation means opening of new business, technology and new organizational forms. Altogether organizational innovation is closely linked to change as organization use innovation as tools to influence their changing internal and external environment. Organizational innovation is related to its objective as ideas are converted into product and services. Individual creativeness is the initiation of innovation.Innovative capability of introducing new products to the market or opening new market through innovations. There are some of the dimension used in multidimensional phenomenon i.e. product, market, process, behavioral and strategic innovativeness. Organization must use innovation for creativeness and constantly get the solution of the problems. All of the people should participate in sharing of information and learning. The study focused on culture rather it focused on innovation and ethics whether right, fair and just within organization via communication.So from this article I can conclude that a positive link was found in the ethical culture of an organization and organizational innovativeness: ethical culture was important to behavioral, strategic and process innovativeness. Within the ethical culture of an organization, the dimension of the congruency of management in particular had an important role in the organizational innovativeness.

Article:5 A storys impact on organizational culture change

This article is written by Elizabeth Briody Cultural Keys LLC, Troy, Michigan, USA Tracy Meerwarth Pester Consolidated Bearing Company, New Vernon, New Jersey, USA, and Robert Trotter Northern Arizona University, Flagstaff, Arizona, USA In this article following are the main points which are explained these are, Organizational culture, Organizational-culture change, Cultural applications, Collaboration, Organizational stories, Ethnography, Manufacturing industries,In this article there is explanation of the successful of the implementation of the organizational applications and ensuring organizational change based on a story from a gm manufacturing plant. Design/methodology /approach: The approach involved collecting and analyzing the Hoist Storyas part of a multi-year ethnographic research project designed to identify the key attributes in an ideal plant culture. Through a cooperative process of co-production, the authors worked in tandem with organizational members on issues related to organizationalculture change. Findings The findings emphasize both the Hoist Storys process impact and outcome impact. The Hoist Story was a catalyst for the change process, resulting in a high level of buy-in across the organization; as such it contrasts with muchof the management literature on planned change. It also led to the development of several packaged products (e.g. a story script, video, collaboration tools) which propelled GM manufacturing culture closer to its ideal a culture of collaboration. Using employee stories as ameansto understand anddrive culture change isa largely underdeveloped area of scholarship.

Originality/value This article provides value by bridging the gap between theory and praxis. It includes the documentation and cultural analysis of the story, but illustrates how the story evolved into specific organizational-culture-change applications. This soup-to-nuts approach can serve as a model for organizational researchers and change agents interested in spearheading or supporting organizational-culture change. Background The research portion is based on the project by conducting ethnographic research in four GM manufacturing plants in the US. The guiding ethnographic question was intended to elicit views of an ideal plant culture. Which phrased in various ways: What would make the plant the best possible place in which to work? what ideal plant culture is to be considered?. What characteristics make up an ideal plant culture? How do they reach the ideal? What are the barriers?The perspectives of a cross-section of organizational members (i.e. over 400 hourly, salary, and executive employees during the field period and validation phases of the project) in various settings including along the assembly or subassembly lines, in skilled-trades areas, in break rooms, in offices, and in the cafeteria. Study participants typically responded by relaying examples or telling stories of their experiences at work both positive and negative.That could be grouped into four topical categories:(1) Plant environment;(2) work force;(3) Work practices; and(4) Relationships. Documenting the Hoist Story:The story varied in content, character development, complexity of cultural themes, and length. In the article we learned about the Hoist Story in an interview with one of the plant engineers. During the interview, the engineer used the original blueprints to explain some of the difficulties encountered by operators when they tried to use a hoist an apparatus used for raising something into position.The Hoist story script divided into six scenes based on the key events in the story: (1) The Recordable; (2) The Proposal for the Buy Off; (3) Encountering a Technical Glitch; (4) Soliciting Solutions; (5) Permission for the Buy Off; (6) A Cultural and Technical Success. The centerpiece of the Workplace Disagreements Collaboration Tool is the Hoist Story. It provides a framework for plant personnel to analyze and solve common conflicts within manufacturing environments. Whether used by individuals or groups, including facilitated discussions, this tool can be useful in learning about and developing strategies to deal with different types of conflict. Users of the tool can either watch the Hoist Story video or read the story script to understand the collaborative and confrontational behaviors associated with plant floor interactions. The tool explores the different sources of disagreement among the storys characters including divergent interests and expectations. It also examines the effects of the unfolding disagreements on plant working relationships, work practices, and output.

Tools for understanding collaboration: Four tools help promote an understanding of the critical elements of an ideal plant culture and how plant cultural conditions can be improved. . Ideal Cultural Model . Cultural Toolkit . Story Packet . Recipes for Cultural Success Tools for practicing collaboration . Collaborative questions . Cultural Hot Spots . Workplace disagreements Tools for measuring collaboration . Work group relationship metrics . Individual relationship effectiveness metrics A tool for making decisions consistent with a culture of collaboration . Explore Plant Culture computer game

In order to determine the culture of the organizations we have selected two organizations so that we compared their cultures with the help of articles and what we have studied in the books about organizational culture. Before comparing first of all we explained what is organizational culture? how it start,shape and why it mattered? etc.

(1) ORGANIZATIONALCULTURE
Organizational culture is a set of shared understandings, norms, values, attitudes and beliefs of an organization which can foster or impede change. It is a pattern of basic assumptions invented, discovered or developed by a given group, as it learns to cope with the problems of external adaption and internal investigation that has worked well enough to be considered valid and therefore is to be taught to the new members as the correct way to perceive, think, and feel in relation to those problems. When people join an organization, they bring with them the values and beliefs that they have been taught. Quite often, however these values and beliefs are insufficient for helping the individual succeed in the organization. The person needs to learn how the particular enterprise does things. A common misconception is that an organization has a uniform culture. However, at least as anthropology uses the concept; it is probably more accurate to treat organizations as if they had a uniform culture. All organizations have culture, in the sense that they are embedded in Specific societal cultures and are part of them. According to this view, organization culture is a common perception held by the organizations members. Everyone in the organization would have to share this perception. However, all may not do so to the same degree. As a result, there can be a dominant culture as well as subcultures throughout a typical organization. A dominant culture is a set of core values shared by a majority of the

organizations members. The values that create dominant cultures in organizations help guide the day-to-day behavior of the employees. Important, but often overlooked, are the subcultures in an organization. A subculture is a set of values shared by a minority, usually a small minority of the organizations members. Subcultures typically are a result of problems or experiences that are shared by members of a department or unit. Subcultures can weaken and undermine an organization if they are in conflict with the dominant culture and overall objectives. Successful firms, however find that this is not the case always. Most subcultures are formed to help the members of a particular group deal with the specific day-to-day problems with which they are confronted. The members may also support many, if not all, of the core values of the dominant culture.

(1)

HOW DID ORGANIZATIONAL CULTURE

START
While organizational cultures developed in different ways, the process usually involves some version of the following steps: A single person (founder) has an idea for a new enterprise The founder brings in one or more other key people and creates a core group that shares a common vision with the founder The founding core group begins to act in concert to create an organization by raising funds, obtaining patents, incorporating, locating space, building and so on At this point, others are brought into the organization and a common history begins to be built Most of todays successful corporate giants in all industries basically followed these steps. Three well-known representative examples are Motorola, McDonalds and Wal-Mart

(2b) LEADERS ROLE IN SHAPING CULTURE:

WHAT LEADERS PAY ATTENTION TO? HOW LEADERS REACT TO THE CRISES HOW LEADERS BEHAVE HOW LEADERS ALLOCATE REWARDS HOW LEADERS HIRE AND FIRE PEOPLE

(2) Why is culture important?

culture is important for every organizatiob because the goodwill,success and performance of the employees depend upon the culture which is opt by the organization. (3) CULTURAL

PERPECTIVES:
THE STRONG PERSPECTIVE THE FIT PERSPECTIVE THE ADAPTATION PERSPECTIVE

THE STRONG PERSPECTIVE: The strong culture facilitates performance with the intensity visible to the outsiders. It states that organization with strong culture performs better than other organizations. THE FIT PERSPECTIVE: Fit perspective argues that the culture of the organization is valid, if it fits the industry or firms strategies. It is useful in explaining short term performances. THE ADAPTATION PERSPECTIVE: The cultures that help organizations adapt to environmental change are deeply associated with excellent performance. It encourages confidence and risk taking capacity among the employees.

(4)

FUNCTIONS OF ORGANIZATIONAL

CULTURE:
These are the functions being served by the organization Sense of identity Sense making device Reinforcing the values in organization Control mechanism for shaping behavior

SENSE OF IDENTITY: Culture provides a sense of identity to the members and enhances their

commitment towards the Organization.

SENSE MAKING DEVICE:

Culture in the organization provides the employees to interpret the meaning of the organizational events.
VALUE

REINFORCEMENT: Values in the organization can be reinforced by the cultural activities.

CONTROL

MECHANISM: In shaping the behavior of members in the organization culture plays the big role.

(5b)LEVELS OF
CULTURE:
ARTIFACTS VALUES BASIC ASSUMPTIONS

ARTIFACTS:
Artifacts are the most visible and accessible level of culture. It is symbol of culture in the physical and social work environment of the organization. Artifacts of culture are: PERSONAL ENACTMENT RITES AND CEREMONIES STORIES AND LEGENDS RITUALS SYMBOLS

PERSONAL

ENACTMENT:

Personal enactment is a behavior that reflects the value of organization, through the examination of the behavior of organization members.

 CEREMONIES AND RITES: Set of activities that are enacted time and again on important occasion. It provides the opportunity to reward and recognize the employees whose behaviors are according to the values of the organization. Rites to the employees can be awarded as Rites of passage Rites of renewal Rites of integration Rites of conflict reduction Rites of degradations

RITES OF PASSES: Rites of passes show the changed status of individuals in the respected organization. RITES OF RENEWAL: Rites of renewal show the holistic changing in organization by enhancing the dedication towards learning and growth. RITES OF INTEGRATION: It emphasize on the commitment of the employees by uniting diverse group within the organization. Company function, annual picnic, cultural fest are the rites of integration in the organization. RITES OF CONFLICT REDUCTION: Its primary objective is to reduce the disagreements and keep up with the positive environment inside the organization by satisfying the tangible and intangible needs of the employee. Grievance hearing, negotiation of union contracts is rite of conflict reduction. RITES OF DEGRADATION: It is basically punishment oriented and organization people may be punished visibly if they dont follow the organizational norms. Ribbon of shame, demotion in the organizational post, reduction in salary can be under the rites of degradation. STORIES AND LEGENDS:

Stories are the most effective way to reinforce the organizational values. it give meaning and identity to the organizations and very helpful in orienting new employees. Stories can be delivered in different ways Stories about the boss Stories about getting fired Stories about company details Stories about employees Stories about rules

RITUALS: Rituals are unwritten and shows the way the employee follow the things to be done in the organization. These are the everyday organizational practices repeated over and over. SYMBOL S: Symbols are again one important artifact of the organization which communicates about the organizational culture by unspoken messages. VALUES: Values reflect a persons underling believes in the organization, it is often consciously articulated both in conversation and the companies mission statement or annual report. A firms values and how it promotes and publicizes them can also affect workers feeling about their job and themselves. ASSUMPTIONS: Assumptions are deeply held believes that guide behavior and awakens the members of the organization how to perceive and go about the things.

(5) ACCESSING ORGANIZATIONAL CULTURE

Although some organizational scientists argue for assessing organizational culture with quantitative methods, others say qualitative methods yield better results. Quantitative methods such as questionnaires are valuable because of their precision, comparability and objectivity.

(6) Issues in managing culture?

If culture is important, is it possible to manage culture change? Culture change involves moving an organization on from one form of culture to another, often through a culture change program. Managing this cultural change program requires that attention be paid to a range of issues. Pettigrew et al., (2003, 2000, 1992, 1983) suggest a number of key factors: creating a receptive climate for change top leadership drive coherent and cohesive requiring an articulate and precise vision from the top discrepant action to increase tension use of deviants and heretics new avenues for articulating problems reinforcing structural change and rewards use of role models deep socialization, training and development new communication mechanisms to transmit new values and beliefs integrated selection criteria and removal of deviants Luck, persistence and patience.

There are, therefore, competing views in the literature as to the degree to which it is possible to manage culture. Some argue that culture can be directed and controlled, particularly by influential leaders. Others argue that directive, top down change is unlikely to be successful in the long run, and that managing culture is either not possible or only possible if the complexity of reality is understood and change is progressed in a consensual and longer-term manner.

(7)

ORGANIZATIONAL

SOCIALIZATION:
Another process that perpetuates culture is the way it is handed down from generation of employees. Newcomers learn the culture through organizational socialization the process by which newcomers is transformed from outsiders to participating, effective members of the organizations. The process is also a vehicle for bringing newcomers into the organizational culture.

STAGES OF THE SOCIALIZATION PROCESS The organizational socialization process is generally described as having three stages: Anticipatory Socialization. Encounter. Change and Acquisition.

ANTICIPATORY SOCIALIZATION The first stage encompasses all of the learning that takes place prior to the newcomers first day on the job. It includes the newcomers expectations. The two concerns at this stage are: Realism. Congruence.

Realism is the degree to which a newcomer holds realistic expectations about the job and about the organization. One thing newcomers should receive information about during entry into the organization is the culture. Information about values at this stage can help newcomers begin to construct a scheme for interpreting their organizational experiences. There are two types of Congruence between an individual and an organization: Congruence between the individuals abilities and the demand of the job, and the fit between the organizations values and the individuals values. Value Congruence is particularly important for organizational culture. It is also important in terms of newcomer adjustment. ENCOUNTER The second stage of socialization, encounter, is when newcomers learn the tasks associated with the job, clarify their roles, and establish new relationships at work. This stage commences on the first day at work and is thought to encompass the first six to nine months on the new job. TASK DEMAND Task demand involves the actual work performed. Learning to perform tasks is related to the organizations culture. In some organizations, newcomers are given considerable latitude to experiment with new ways to do the job, and creativity is valued.

 ROLE DEMAND Role demand involves the expectations placed on newcomers. Newcomers may not know exactly what is expected of them or may receive conflicting expectations from other individuals. The way newcomers approach these demand depends in part on the culture of the organization. INTERPERSONAL DEMAND Interpersonal demand arises from relationships at work. Politics, Leadership style, and group pressure are interpersonal demand. All of them reflect the values and assumptions that operate within the organization. CHANGE AND ACQUISITION In the third and final stage of socialization, change and acquisition, newcomers begin to master the demands of the job. They become proficient at managing their tasks, clarifying and negotiating their roles, and engaging in relationship at work. The end of the process is signaled by newcomers being considered by themselves and others as organizational insiders. OUTCOMES OF SOCIALIZATION Newcomers who are successful socialized exhibit good performance, high job satisfaction, and the intention to stay with the organization. In addition, they should exhibit low levels of distress symptoms. High levels of organizational commitment are also marks of successful socialization. Successful Socialization is also signaled by mutual influences. When socialization is effective, newcomers understand and adopt the organizations values and norms. This provides employees a context for interpreting and responding to things that happen at work. Newcomers adopt the companys norms and values more quickly when they receive positive support from organizational insiders. SOCIALIZATION AS CULTURAL COMMUNICATION Socialization is a powerful cultural communication tool. While the transmission of information about cultural artifacts is relatively easy, the transmission of value is more difficult. The communication of organizational assumption is almost impossible. The primary purpose of

socialization is the transmission of core values to new organization members. Newcomers are exposed to these values through the role models they interact with, the training they receive, and the behavior they observe being rewarded and punished.

(8) CHANGING ORGANIZATIONAL CULTURE

Changing situation may require changes in the existing culture of an organization. With rapid environmental changes such as globalization, workforce diversity and technological innovation, the fundamental assumptions and basic values that drive the organization may need to be altered. One particular situation that may require cultural change is a merger or acquisition.

Organization:1

PTV
Organizations Background:
The Pakistan TV came into being with the Pakistan Television Corporation. It is the national broadcaster of Pakistan. The national television is governed by the board of directors duly appointed by the Pakistan Government. Pakistan Television Corporation Limited (PTV) is a public limited company. All its shares are held by Government of Pakistan. The decision to establish a general purpose television service with the participation of private capital and under the general supervision of the Government of Pakistan (GOP) was taken in October 1963. Subsequently the GOP signed an agreement with Nippon Electronic Company of

Japan, allowing it to operate two pilot stations in Pakistan. The first of these stations went on air in Lahore on 26 November 1964. On the completion of the experimental phase, a private limited company, called Television Promoters Limited was set up in 1965 which was converted into a public limited company in 1967. Ubaidur Rehman, First GM, (Founder and Chief Executive of PTV), by appointment of President Ayub Khan.

Mission Statement
To impart refined, modern and superior Education. To disseminate information that is accurate and authentic. To offer healthy and value-oriented Entertainment. Bringing the Pakistan to the World and the world to the Pakistan. Stimulating creativity and cultural excellence.

VISION statement
PTV will be the voice of freedom from the Asian subcontinent. It will highlight ussion andentertainment. PTV the will propagate issues transparency of of concern and the cultural richness of its people through information, disc responsibility that will ensure its position as the most credible and meaningful source of information, through quality programming based on issues. PTV will provide entertainment audiences can relate to, thereby creating viewers loyalty and response. PTV will forge an alliance amongst its three stakeholders viewers, advertisers and shareholders to maximize viewer ownership. PTV will invest in human resources as it recognizes it to be the foundation upon which the PTV future will be built. It is this very foundation that will allow PTV to attain and sustain a leadership position, thus fulfilling the promise associated with its creation.

Nature of Business:
It is an International Electronic Media service providing News and Entertainment services.

Types of products:
News, Entertainment, Infotainment, sport, and language channels.

Products:
It is not actually a manufacturing business rather a service business that generates a TV channels namely:
1) PTV HOME (Entertainment) 2) PTV NEWS (NEWS) 3) AJK TV(Infotainment)

4) PTV BOLON 5) PTV GLOBAL

6) PTV SPORTS 7) PTV NATIONAL 8) PTV WORLD (English News)

Competitors:
The main competitors of PTV are 1) GEO Network 2) ARY Network 3) HUM TV 4) EXPRESS 5) Dunya

OBJECTIVES:

1.

To give entertainment to people of

Pakistan and out

side the country by arranging different movies, plays and sports programmes. 2.To keep its viewers in touch with changing circumstances of world and give them current affairs information like news. 3. To increase the literacy rate by producing educational programmes. 4. As Pakistan is an Islamic Republic, therefore to convey the message of Islam and teachings to people of all religions with the help of religious programmes. 5. To bring social and cultural awareness in the people. 6. Political and social security 7. Provide information about science and technology

SWOT ANALYSIS: STRENGTH:

o The strength of PTV is its nationwide coverage unlike any other channel. o Most competitive work team. o Goodwill as the largest media group in the country. o Govt. sponsored organization. o There are news bulletins in Urdu, English, Arabic and Kashmiri languages. o Regional language bulletins include Punjabi from Lahore Centre, Sindhi from Karachi Centre, Pushto and Hindko from Peshawar, and Baluchi, Pushto and Bravi from Quetta Centre are telecast o Promote culture

 WEAKNESS:
o Over employment o Political Influence o Clerical Mentality o Shortage of Funds o Work place Deviance

OPPORTUNITY:
o o
The opportunities are to expand globally Add quality programs with slight change in culture

o Growing awareness about PTV of the people. They are attracted towards entertainment.

THREATS:
o Frequent change in the government is also a threat for PTV
o

Competitors

o Especially in entertainment because of new channels

Organization :2

INTRODUCING GEO TV GEO TV was established in May 2002. Test transmission started on 14th August 2002 on The PAS 10 digital satellite. Regular transmission started on 1st October 2002. Geo TV is the first South Asian Urdu language channel to provide content comparable with excellent television broadcasters. VISION STATEMENT: GEO will be the voice of freedom from the Asian subcontinent. It will highlight the issues of concern and the cultural richness of its people through information, discussion and entertainment. Mission statement GEO informs and entertains while celebrating cultures and prompting dialogue in the spirit of "live and let live" COMPETITORS PTV is the main competitor of GEO with regards to viewer ship because of the reason that geo is a satellite channel and is accessible in specific areas whereas PTV is a national antenna channel, which is easily accessible.Geo is trying to compete with PTV and trying harder and harder to be the No.1 channel in Pakistan. Other satellite channels like Sony, Star plus etc, are GEOs major competitors among satellite channels

Products It is not actually a manufacturing business rather a service business that generates cable TV channels namely:1) Geo News2) Geo TV (entertainment)3) AAG TV4) GEO super Types of products News ,Entertainment ,Infotainment. Type of Ownership It is a Private limited Company and has 100% internal shares (family shares only). This is part of the Jang Group of Companies, the biggest and strongest group in media of the Private Sector.

SWOT ANALYSIS (GEO)

Strengths
New ideas and concept with fast execution has become a trade mark of GEO fastest first First to bring the breaking news Unbiased, accurate and timely 24 hrs news in Urdu language Most competitive team work Good will as the largest media group in country Weaknesses It is newly established company so it is still under the learning process. Because Pakistan has no institution that provides formal education on this field thy are required to hire all employees trained from foreign countries Lack of innovation in the entertainment scene Opportunities Growing awareness about Geo of the people. They are attracted towards Entertainment. Increase in viewership Improvement of Pakistan term with india It can increase cultural activities Threats Fear of competition Especially in entertainment because of new channels Employees turnover is high approximately 6- 9% because new channels attracts geo qualified and trained employees by offering them 2 time the salary they earn at GEO. They also offer different fields of jobs. these demands are difficult to meet for geo?

Findings: After readings the articles,books about organizational culture and visiting the organizations we find the results on the basis of seven characteristics of organizational culture that are:

SEVEN DIMENSIONS OF CULTURE AT ptv and GEO

ATTENTION TO DETAIL

It means degree to which employees are expected to exhibit precision analysis and attention to detail at GEO, employees do show accuracy in their work and they are kept under the keen observation and they analyze the different situation as well. They gather the detail and they come up with deep analysis and they are attentive towards detailed information by the management.while in PTV employees dont show accuracy and also dont gather the detail and they come up without deep analysis and they are not attentive towards detailed information by the management
OUTCOME ORIENTATION

It is degree to which managers focus on results or outcomes , rather then how these outcomes are achieved. At GEO, the managers both consider the outcomes and they also pay attention to how these results are achieved to maintain their quality.while in ptv the managers only consider the outcomes.
PEOPLE ORIENTED

Most of the decisions at GEO are taken at managerial levels and higher management do consider people important. And they are also concerned about the effects these decisions can have on the people concerned. Management consults with the employees on important issues as well.while PTV is not people orientation organization because the management decisions did not take into consideration the effect of outcomes on people.
TEAM ORIENTATION

At GEO team orientation is an essence of work at non managerial levels to perform specific jobs in respective departments PTV have very less team orientation because of more power and politics and also due to the unions .
STABILITY

There is strong status quo being observed at ptv as well as in GEO. Organizational decisions and actions strong stress upon the above.
INNOVATION AND RISK TAKING

in PTV they dont encourage their employees on risk taking and innovative thinking because it is a centeralized organization and influenced by the government .while in GEO thay encourage their emplpyees to be innovative and take

risk .they said that it helped the organization in form of goodwill and on performance basis.

AGGRESSIVENESS

in PTV we dont find any aggressiveness element because there is no check and balance system while in GEO people are aggressive because they now that if they dont work they might be kicked off from the organization. the internal culture of ptv are as follow There is a code of conduct that all employees have to follow strictly. For example: 1) They have a No-Smoking environment however; they have specified a zone for smoking only. 2) Every employee has to display the PTV Identity Badge. 3) All employees should conduct the display of Discipline strictly because of too much interaction with the other departments. 4) There is no formal dress code except for certain levels such as, the Heads of the Departments. 5) Eatables are not allowed everywhere in the office except in the Caf. 6) Employees mush reach and leave the office in time at the 10-7 office timings We were privileged to have 3 hrs even from the busiest GM HR/ADMIN. We were cordially allowed to visit the various departments of the organization

STRONG CULTURE OBSERVED AT GEO

At GEO, we observed that there is very strong culture. All the employees are punctual. There is no compromise on cleanliness. Neatness and cleanliness is strictly observed. There is separate uniform of workers in every department. Similarly separate security passes are required to enter into each department. There

is strict check and balance on security. Guards are highly alert every time. And snap shooting is strictly prohibited due to security concerns. At that place, if someone is found holding camera or mobile in his hand, strict action is taken and respective things are confiscated at moment by security guards. At GEO, there is a culture to warmly welcome the visitors. For GEO, the employees are considered as a value able asset to the organization. There is culture of care and welfare of their employees. For health and safety purpose, a great deal of initiatives are taken and implemented .We also observed that the administration has provided the work space ventilation and air conditioning system. New employees are taken on merit basis. Merit is the criterion, which is strictly followed at GEO. There is an internship of 4 to 6 six weeks in which fresh graduates are trained and informed about GEO culture. Minimum incentives are given during this period. At the end of this probation an evaluation is conducted and if the employee is considered fit for the company then he is hired and provided with handsome salary and good incentives. All these factors contribute to the growth and development of the strong culture which is already deep routed in GEO. People at GEO do the things expected of them. They do these things because they consider them right. with proper

Ptv vs. Geo

Ptv may receive their funding from individuals through voluntary donations, specific charge such as a television license fee, or as direct funding by the state Geo may receive their funding from individuals through sponsors or voluntarily donations but no direct funding by the state. PTV broadcasting stations are always locally licensed. Geo TV broadcasting stations belongs to Independent Media Corporation. PTV has various channels transmitting throughout the world including PTV National, PTV World, PTV 2, PTV Global, PTV Bolan etc. Geo TV has since launched several other channels which include the GEO Entertainment, GEO News, GEO Super, AAG TV GEO kahani.

Similarly we also finds that in PTV there is more influence because it is owned by government while in geo there is no influence.one thing which we also want to say that know a days there is a perception that in GOVERNment organizations the behaviours of the employee and manager is not good but after visiting ptv we found that its totally wrong because the employees and mangers gave us to much respect and served us with drink and treat us like their childrens while when we visited GEO the behavior of the manager was not good to us .the way he talk to us was also very rude and used harsh language.

Conclusion
Organizational culture is an important concept and a pervasive one in terms of its impact on organizational change programme. The literature suggests an ambiguity in terms of the link with organizational performance as strong cultures have been shown to hinder performance (unadaptive) and there is also a problem of isolating the impact of corporate culture on performance. The problems associated with the culture/performance linkage include validation concerns in terms of measurement, as the effect of a particular cultural variable may not affect all performance-related organizational processes in the same way. We should also view it as a socially constructed norm and not just a managerial control strategy caught not taught. we suggests that organizations should aim to manage with cultural awareness and not merely manage the culture.

questionaries

Which culture belief system you follow? Positive/negative What is the criteria to measure the performance? Did you motivate the employees to their performance?

Which model your organization follows to determined the organizational performance? 1 (economic model) or (organizational model) What steps your organizations take for improvement ?does it examines the organizational cultures to measure the performance or not? Does your organization performance affected due to internal or external factors? What is the impact of hofestede culture on your organization and employees performance?

1. What is the nature of the business in this organization? 2. Who are yours competitor? 3. Does the change in culture effect the organization? 4. Which type of culture affects either it is internal or external? 5. Is it an organic or mechanistic organization?

6. Which type of decisions adopted by the organization centralized or decentralized? 7. Do you have the proper training program for the employees to motivate them? 8. Is there proper department to department relationship among the employees of the organization like collaboration, cooperation and unity among the members? 9. Which type of training has been adopted by the organization/which tools and techniques are used to train the employees? 10. Does that tool have impact on the performance of the organization? 11. Do you have any achievement/appreciation award for your organization? 1. Does this organization have any type of influence? When we asked this question then both organizations answer was in positive they said that yes we faced. 2. Which type of influence internal or external, political, or any other? Gm of PTV said that we are facing both internal and external influences as it is semi government organization so we faced influence of government and worked accordint

to its directions.similarly we also faced the influenced from politicians as well.from internal side we faced the influence from the top management like MD and members of board of directors etc.in GEO they said that thatwe dont face any type of influence however sometime in some matters we faced very minor influence from the top management. 3. Which type of strategy has been made by the organization? 4. That strategy is influently made by the top level management or not? In both ptv and geo mangers said yes strategies always made by the top management. 5. What is participative change? 6. What is creative strategy? 7. What is normative strategy? 8. Which type of strategy is more productive for the organization? Q 1: Is the innovation success or survival for the organization? Q 2: What are the ethical standards used within the organization? Q 3: Is it easy to handle ethics and ethical laws in the organization? Q 4: What are different perspectives of innovation? Q 5: Is ethical culture followed or not in the Business organization? Q 6: What are the consequences of not implementing ethical behavior? Q 7: What is the dimension of evaluating ethical culture of organization? Q 8: How is innovation positively impact on organization culture? Q 9: What are different types of innovativeness used in the organization? Q 10: What is the result of evaluation of ethical culture in the organization? Q1. What are the stewardship role play in organizationS? Q2.What are the technical barrier occurs the organizations? Q3.What are Language point of view in OrganizationS ? Q4. What are the cross culture of the organizations?

Q5.What are the organizations meet the Globalization?