Organizational Culture

Coordinator & Facilitator

Manoj M Ghadge

In this Session
What is culture and how it is reflected in
the organization ?

How culture is interpreted ?

Types of culture and organizational
design
2

What is CULTURE
Values, norms, guiding beliefs, and understanding that
is shared by members of an organization and
taught to new members as the correct way to
think.
the way we do things here is our culture; the way we

look at problems and respond to them is our culture.

3

What constitute the Culture ?

Values: customer centrality no guest should leave the hotel

unhappy
Norms: companies leadership right up to the CEO, will support
any employee decision that puts guest front and center.
Guiding beliefs and understanding :
- People from small towns still carry the traditional Indian values
- Employees can deal with guest without consulting a supervisor
4

Observable aspects of Culture

What constitute the Culture ?

Rites and ceremonies

Elaborate and planned activities that make up a special event

conducted for the benefit of an audience
The Taj Business Excellence Awards ceremony

the rites of passage: transition of employees in a new social role the

managing directors club, the COOs club
the rites of integration: which creates common bonds and good feeling

among employees the training grounds for new recruits

6

What constitute the Culture ?

Stories and myths- narratives about the organization shared

among employees.
Stories and myths give a reference point in the history of the
organization.
Mobilize employee emotions in favor of the organization
The patriotic root of the Taj Group of Hotels

SYMBOLS
Symbols: physical artifacts of the organization;
The artifact of the Hotel .
Symbol represents the deeper values of the organization.
Symbol represents the legends and stories of organization.
Symbols acts as a source of inspiration for the organization

 Organizational structure : tells about the assumption and

values the organization hold about its people
Organic and Mechanistic
Recognition comes from immediate supervisor and not from
top management.
Power relationship: which departments or people can
exercise the power?
Authority to take financial decision by a trainee
Control System: how the organization control people; include
reward system
recognition as reward system
9

CULTURE & DESIGN

10

Adaptability Culture
Focus on external environment
Flexibility and change to meet the customer need

Promote entrepreneurial values, norms, and belief

11

THE MISSION CULTURE

Focused on serving specific customer without a need for rapid

change
Focus on a clear vision and achievement of organizational goal
Employee performance is measured against individual
performance
High level of competitiveness and profit orientation
Performance and Execution focused work culture HUL
12

THE CLAN CULTURE

Focus on involvement and participation of employees and on

rapidly changing expectation of environment

Focus on meeting the need of employee as a route to high
performance
Employee First, Customer Second - HCL Technologies

360 degree feedback

Service ticket
Recognition for added value
13

THE BUREAUCRATIC CULTURE

Has an internal focus and consistency orientation for a stable
environment
Following established policies and practices are ways of
achieving goal
NTPC

14

Culture Strength and Organizational

Subculture
Culture Strength degree of agreement among members of
an organization about the importance of specific values.
Subcultures- organizations may have several subculture
HUL the culture of a marketing team and research team may

not be the same.

15

THE NATIONAL CULTURE

16

THANK YOU!

17