ORGANIZATIONAL

CULTURE
INTRODUCTION
“Shared strong work assumptions and
norms that facilitate the peak performance
of employees and organization”.

FEATURES
• Powerful and intangible ingredient
• It makes an organization competitive, world
class and innovative.
• Difficulty of managing culture is due to its
intangibility.
INTRODUCTION
“ A system of shared meaning within an
organization that determines, in large
degree, how employees act”.

• CULTURE IS A PERCEPTION
• CULTURE IS SHARING
• CULTURE IS DESCRIPTIVE TERM
INTRODUCTION
• Thinking, feeling, perceiving and behavior of the
people is influenced by the culture they live in.

• Seniors transferred culture to their successors and

monitor them to adopt.

• Culture is achieved through means of creating:

a) Values b) morals
c) customs d) assumptions
e) traditions f) ideologies
g) norms h) legends
i) stories
MISCONCEPTIONS OF CULTURE
a) Organizational climate
b) Organizational change.
c) Antecedents and outcomes of
culture
d) Values and norms of individuals
e) Personal preferences
DIMENSIONS THAT CAPTURE THE ESSENCE
OF AN ORGANIZATIONAL CULTURE

a) Outcome orientation
b) People orientation
c) Team orientation
d) Aggressiveness
e) Stability
f) innovation and Risk taking
g) Attention to detail
Appraising an organization on these seven
dimensions gives a composite picture of the
organization’s culture. In may organizations,
one of these cultural dimensions often rises
above the others and essentially shapes the
organization’s personality and the way
organizational members do their work.
SIGNIFICANCE OF ORGANIZATIONAL
CULTURE
• Work environment
• Optimization of resources
• Interdisciplinary effectiveness
• Job satisfaction
• Effective decision making
• innovativeness
• Employees commitment and organizational
citizenship behavior
• Performance maximization.
SCHEIN’S THREE LEVELS OF CULTURE

The management guru Edgar Schein

classified culture into three levels:

• Artifacts
• Values
• Underlying assumptions
HOW EMPLOYEES LEARN CULTURE
Culture may be transferred to employees in
number of ways. Some are being listed as
under:
• Stories
• Rituals
• Material Symbols
• Language
STRONG VERSUS WEAK CULTURE
Whether an organization’s culture is strong,
weak, or somewhere in between depends on
factors such as the size of the organization,
how long it has been around, how much
turnover thee has been among employees, and
the intensity with which the culture was
originated. Some organizations do not make
clear. What is important and what is not; this
lack of clarity is a characteristic of weak
cultures. One study of organizational culture
found that employees in organizations with
strong cultures were more committed to their
organization that were employees in
organizations with weak cultures.
SOURCE OF CULTUR
An organization's current customs, traditions,
and general way of doing things are largely
due to what it has done before and the degree
of success it has had with those endeavors.
The original source of an organization’s culture
usually reflects the vision or mission of the
organization’s founders. Because the founders
had the original idea, they also may have
biases on how to carry out the idea. Their
focus might be on aggressiveness or it might
be on treating employees as family. The
founders establish the early culture by
projecting an image of what the organization
should be.
THANK
YOU
“Past is to learn not to worship”